Pub Date : 2008-07-27DOI: 10.1109/PICMET.2008.4599894
M. A. Choudhary, N. Khan, A. Abbas, A. Salman
Pakistan is amongst one of the leading nations in the region where the telecom sector reforms were well conceived properly planned and skillfully executed resulting in measurable growth and its impact on all spheres of public and private lives is felt and seen. The telecommunication sector in Pakistan has shown significant growth since the promulgation of Pakistan Telecommunication (Reorganization) Act of 1996. Over 76.6 million cellular mobile users and 4.8 million landlines connections provide a teledensity of 52.8% to the nation. The mobile networks provide coverage to 90 percent of the population. Total telecom investment during the year 2006-07 was US $ 4.12 billion while the share of telecommunication sector in GDP was 2.0%. Telecom companies invested over US$ 8 billion during the last four years, mobile sector investment share accounted for 66% of the total investment. China Mobile alone invested US$ 704 million during 2006-07 for expansion of its CMPak networks. The mobile sector paid over a billion dollars in taxes to the National Exchequer during the year 2006-07. The telecom sector received above US$ 1.8 billion FDI, i.e., 35% of the total FDI and helped create over one million jobs since the deregulation of the telecom sector began. Despite very convincing results the reform process was not free of errors and omissions. The paper highlights the successes and points out the areas that require readjustments.
{"title":"Telecom sector deregulation, business growth and economic development","authors":"M. A. Choudhary, N. Khan, A. Abbas, A. Salman","doi":"10.1109/PICMET.2008.4599894","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599894","url":null,"abstract":"Pakistan is amongst one of the leading nations in the region where the telecom sector reforms were well conceived properly planned and skillfully executed resulting in measurable growth and its impact on all spheres of public and private lives is felt and seen. The telecommunication sector in Pakistan has shown significant growth since the promulgation of Pakistan Telecommunication (Reorganization) Act of 1996. Over 76.6 million cellular mobile users and 4.8 million landlines connections provide a teledensity of 52.8% to the nation. The mobile networks provide coverage to 90 percent of the population. Total telecom investment during the year 2006-07 was US $ 4.12 billion while the share of telecommunication sector in GDP was 2.0%. Telecom companies invested over US$ 8 billion during the last four years, mobile sector investment share accounted for 66% of the total investment. China Mobile alone invested US$ 704 million during 2006-07 for expansion of its CMPak networks. The mobile sector paid over a billion dollars in taxes to the National Exchequer during the year 2006-07. The telecom sector received above US$ 1.8 billion FDI, i.e., 35% of the total FDI and helped create over one million jobs since the deregulation of the telecom sector began. Despite very convincing results the reform process was not free of errors and omissions. The paper highlights the successes and points out the areas that require readjustments.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"12 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":"133575840","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.2008.4599779
A. Rashid, U. Mahmoud
The Enterprise resource planning (ERP) and material requirement planning (MRP/ MRP-II) are few of the key considerations in any complex manufacturing industry. The requirement of ERP and MRP for aircraft industry is growing at a phenomenal rate. The advancement in material and manufacturing management systems has changed the dynamics of shop-floor scene. The induction of smart materials and nano-technology, ultra-high speed machining technologies and psychometric testing of highly skilled labor in a target focused team environment has tremendously enhanced the performance expectation from Man, Machine and Resources. The resource-management and supply-chain-management is becoming extremely complex and require dedicated ERP modules for better management and effective control over the industrial and financial activities through integrated business intelligence (BI) software. The implementation of ERP in industry is a cumbersome process and takes years before it yields and reveals its effectiveness. Research in all these areas is making a phenomenal addition to the volume of knowledge in limited time. The concept of competitiveness demands that the integrated framework for ERP adoption be planned for aircraft industry prior to its deployment. So as to minimize its deployment-span in terms of time and to curtail financial overheads. A number of working principles and guidelines have already been developed in other industries and can be employed in a variety of ways in aircraft industry for optimum performance and to earn competitiveness through ERP suites. This paper provides guidelines for planning ERP and detailed mapping of all activities for ERP in aerospace-industry for effective production planning and control.
{"title":"Technology diffusion planning for ERP in aircraft manufacturing industry","authors":"A. Rashid, U. Mahmoud","doi":"10.1109/PICMET.2008.4599779","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599779","url":null,"abstract":"The Enterprise resource planning (ERP) and material requirement planning (MRP/ MRP-II) are few of the key considerations in any complex manufacturing industry. The requirement of ERP and MRP for aircraft industry is growing at a phenomenal rate. The advancement in material and manufacturing management systems has changed the dynamics of shop-floor scene. The induction of smart materials and nano-technology, ultra-high speed machining technologies and psychometric testing of highly skilled labor in a target focused team environment has tremendously enhanced the performance expectation from Man, Machine and Resources. The resource-management and supply-chain-management is becoming extremely complex and require dedicated ERP modules for better management and effective control over the industrial and financial activities through integrated business intelligence (BI) software. The implementation of ERP in industry is a cumbersome process and takes years before it yields and reveals its effectiveness. Research in all these areas is making a phenomenal addition to the volume of knowledge in limited time. The concept of competitiveness demands that the integrated framework for ERP adoption be planned for aircraft industry prior to its deployment. So as to minimize its deployment-span in terms of time and to curtail financial overheads. A number of working principles and guidelines have already been developed in other industries and can be employed in a variety of ways in aircraft industry for optimum performance and to earn competitiveness through ERP suites. This paper provides guidelines for planning ERP and detailed mapping of all activities for ERP in aerospace-industry for effective production planning and control.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"45 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":"114893424","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.2008.4599783
Xiuli He, A. Prasad, Suresh Sethi
Cooperative (co-op) advertising is an important instrument for aligning manufacturer and retailer decisions in supply chains. In this, the manufacturer announces a co-op advertising policy, i.e., a participation rate that specifies the percentage of the retailerpsilas advertising expenditure that it will provide. In addition, it also announces the wholesale price. In response, the retailer chooses its optimal advertising and pricing policies. We model this supply chain problem as a stochastic Stackelberg differential game whose dynamics follows Sethipsilas stochastic sales-advertising model. We obtain the condition when offering co-op advertising is optimal for the manufacturer. We provide in feedback form the optimal advertising and pricing policies for the manufacturer and the retailer. We contrast the results with the advertising and price decisions of the vertically integrated channel, and suggest a method for coordinating the channel.
{"title":"Cooperative advertising and pricing in a dynamic stochastic supply chain: Feedback Stackelberg strategies","authors":"Xiuli He, A. Prasad, Suresh Sethi","doi":"10.1109/PICMET.2008.4599783","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599783","url":null,"abstract":"Cooperative (co-op) advertising is an important instrument for aligning manufacturer and retailer decisions in supply chains. In this, the manufacturer announces a co-op advertising policy, i.e., a participation rate that specifies the percentage of the retailerpsilas advertising expenditure that it will provide. In addition, it also announces the wholesale price. In response, the retailer chooses its optimal advertising and pricing policies. We model this supply chain problem as a stochastic Stackelberg differential game whose dynamics follows Sethipsilas stochastic sales-advertising model. We obtain the condition when offering co-op advertising is optimal for the manufacturer. We provide in feedback form the optimal advertising and pricing policies for the manufacturer and the retailer. We contrast the results with the advertising and price decisions of the vertically integrated channel, and suggest a method for coordinating the channel.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"186 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":"116532174","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.2008.4599774
T. Makinen, T. Varkoi
Software process improvement (SPI) is used to develop processes to meet more effectively the software organizationpsilas business goals. Improvement opportunities can be exposed by conducting an assessment. A disciplined process assessment evaluates organizationpsilas processes against a process assessment model, which usually includes good software practices as indicators. Many benefits of SPI initiatives have been reported but some improvement efforts have failed, too. Our aim is to increase the probability to success by integrating software process modeling with assessments. A combined approach is known to provide more accurate process ratings and higher quality process models. In this study we have revised the approach by extending the scope of modeling further. Assessment Driven Process Modeling for SPI uses assessment evidence to create a descriptive process model of the assessed processes. The descriptive model is revised into a prescriptive process model, which illustrates an organizationpsilas processes after the improvements. The prescriptive model is created using a process library that is based on the indicators of the assessment model. Modeling during assessment is driven by both process performance and process capability indicators.
{"title":"Assessment driven process modeling for software process improvement","authors":"T. Makinen, T. Varkoi","doi":"10.1109/PICMET.2008.4599774","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599774","url":null,"abstract":"Software process improvement (SPI) is used to develop processes to meet more effectively the software organizationpsilas business goals. Improvement opportunities can be exposed by conducting an assessment. A disciplined process assessment evaluates organizationpsilas processes against a process assessment model, which usually includes good software practices as indicators. Many benefits of SPI initiatives have been reported but some improvement efforts have failed, too. Our aim is to increase the probability to success by integrating software process modeling with assessments. A combined approach is known to provide more accurate process ratings and higher quality process models. In this study we have revised the approach by extending the scope of modeling further. Assessment Driven Process Modeling for SPI uses assessment evidence to create a descriptive process model of the assessed processes. The descriptive model is revised into a prescriptive process model, which illustrates an organizationpsilas processes after the improvements. The prescriptive model is created using a process library that is based on the indicators of the assessment model. Modeling during assessment is driven by both process performance and process capability indicators.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"47 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":"115526992","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.2008.4599610
C. Charoensiriwath
Several countries now have national programs to support cluster-based innovation in their key industries. They all realize that geographical clusters are significant drivers of innovations and competitiveness in todaypsilas fast-moving global economy. Cluster are formally planned and created with concentration of targeted industry and support infrastructure such as university researchers, supporting government agencies, vocational training providers, financial institutions, etc., This study follows the development of the hard disk drive (HDD) industry in Thailand. Over the past twenty years, the hard disk drive (HDD) industry in Thailand has grown steadily. The inflows of foreign investment in HDD-related manufacturing to Thailand have made the country the world largest exporter of hard disk drives and components in the past year. The Big 4 companies (Seagate Technology, Hitachi Global Storage Technology (HGST), Fujitsu and Western Digital) all have production bases in Thailand. With their presences, most of their suppliers have decided to have production bases or representatives in Thailand as well. This makes Thailand to have an almost complete supply chain of the HDD industry. This study analyzes the strategy employed by the Thai government to build national technological capability in hard disk drive technology through strategic cluster management. The government has established the Hard Disk Drive Institute (HDDI) as a center to develop infrastructure for research capability for the industry. This case study highlights the government roles and its strategy to formally build national technological capability on specific industry.
{"title":"Strategic cluster management for technological capability building: A case of hard disk drive cluster in Thailand","authors":"C. Charoensiriwath","doi":"10.1109/PICMET.2008.4599610","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599610","url":null,"abstract":"Several countries now have national programs to support cluster-based innovation in their key industries. They all realize that geographical clusters are significant drivers of innovations and competitiveness in todaypsilas fast-moving global economy. Cluster are formally planned and created with concentration of targeted industry and support infrastructure such as university researchers, supporting government agencies, vocational training providers, financial institutions, etc., This study follows the development of the hard disk drive (HDD) industry in Thailand. Over the past twenty years, the hard disk drive (HDD) industry in Thailand has grown steadily. The inflows of foreign investment in HDD-related manufacturing to Thailand have made the country the world largest exporter of hard disk drives and components in the past year. The Big 4 companies (Seagate Technology, Hitachi Global Storage Technology (HGST), Fujitsu and Western Digital) all have production bases in Thailand. With their presences, most of their suppliers have decided to have production bases or representatives in Thailand as well. This makes Thailand to have an almost complete supply chain of the HDD industry. This study analyzes the strategy employed by the Thai government to build national technological capability in hard disk drive technology through strategic cluster management. The government has established the Hard Disk Drive Institute (HDDI) as a center to develop infrastructure for research capability for the industry. This case study highlights the government roles and its strategy to formally build national technological capability on specific industry.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"60 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":"123270977","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.2008.4599892
D. Liou
Given the convenience of mobile services and Taiwanpsilas high mobile phone penetration, mobile banking looks set to become a wave in the near future, with the possibility to develop much faster than PC Internet banking. Mobile banking can contribute to the banking industry by serving as a source of revenue, an additional distribution channel, and as an image-enhancing product. Mobile banking is complex and dynamic because there are many role-players (e.g. providers, content partners, customers, and investors) in the development process. This study proposes a four-role model to identify the structure of the mobile banking system using system dynamics methodology. The study finds that consumers play an important though subtle part in developing mobile banking. Implications for mobile phone partners, business strategies of banks, and finance ministry policies are also discussed.
{"title":"Four-scenario analysis for mobile banking development contextualized to Taiwan","authors":"D. Liou","doi":"10.1109/PICMET.2008.4599892","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599892","url":null,"abstract":"Given the convenience of mobile services and Taiwanpsilas high mobile phone penetration, mobile banking looks set to become a wave in the near future, with the possibility to develop much faster than PC Internet banking. Mobile banking can contribute to the banking industry by serving as a source of revenue, an additional distribution channel, and as an image-enhancing product. Mobile banking is complex and dynamic because there are many role-players (e.g. providers, content partners, customers, and investors) in the development process. This study proposes a four-role model to identify the structure of the mobile banking system using system dynamics methodology. The study finds that consumers play an important though subtle part in developing mobile banking. Implications for mobile phone partners, business strategies of banks, and finance ministry policies are also discussed.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"6 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":"124274975","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.2008.4599671
Christian Stüer, S. Hüsig, Stefanie Biala
Companies have learned that radical innovations are crucial to long term success. However, many companies struggle to introduce radical innovations, since many recommendations regarding incremental innovations do not apply. Increased research has addressed the question of which capabilities are required to manage radical innovation, but so far a common framework is missing. Our paper bridges this gap by developing an improved theoretical framework, enhancing the existing literature and integrating the concept of Open Innovation to support the processes by accelerated learning, accessing new capabilities, and creating new markets. In a case study approach we apply our framework to the research and development department of Vodafone R&D. analysing their radical innovation capabilities, we identify a trans-disciplinary exchange, which integrates art and design, as a key driver in the radical innovation process. Through the cooperation with artists and designer Vodafone R&D creates a trans-disciplinary environment, which influences the processes of idea creation and opportunity recognition as well as the approaches to reduce uncertainties. In conclusion the theoretical findings are translated into practical management implications.
{"title":"How to create and sustain an open and radical innovation capability? An empirical case study analysing ongoing radical innovation projects at Vodafone R&D","authors":"Christian Stüer, S. Hüsig, Stefanie Biala","doi":"10.1109/PICMET.2008.4599671","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599671","url":null,"abstract":"Companies have learned that radical innovations are crucial to long term success. However, many companies struggle to introduce radical innovations, since many recommendations regarding incremental innovations do not apply. Increased research has addressed the question of which capabilities are required to manage radical innovation, but so far a common framework is missing. Our paper bridges this gap by developing an improved theoretical framework, enhancing the existing literature and integrating the concept of Open Innovation to support the processes by accelerated learning, accessing new capabilities, and creating new markets. In a case study approach we apply our framework to the research and development department of Vodafone R&D. analysing their radical innovation capabilities, we identify a trans-disciplinary exchange, which integrates art and design, as a key driver in the radical innovation process. Through the cooperation with artists and designer Vodafone R&D creates a trans-disciplinary environment, which influences the processes of idea creation and opportunity recognition as well as the approaches to reduce uncertainties. In conclusion the theoretical findings are translated into practical management implications.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"36 4 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":"124505931","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.2008.4599758
Derek C. Smith, H. Dombo, N. Nkehli
This study evaluates the use of benefits realisation management (BRM) in information technology (IT) projects. Past research concludes that realising the tangible and intangible benefits from IT projects is not easy and is often not carried out at all. Fifty-four IT project managers in South Africa successfully completed an online questionnaire. An analysis of the data showed that, whilst BRM processes exist in some IT projects, benefits monitoring during the project is rarely applied even though planned benefits can change dramatically. It was also found that IT project managers are keen to improve BRM processes so that benefits are more clearly defined and realised. They identify the project owner as the person accountable for benefits realisation as the business benefits normally occur long after the project is complete, but they argue that this is not happening. They also conclude that, because their performance is measured using project efficiency metrics (on time, on budget and on specification), they are not required to focus on the project effectiveness (the longer term benefits from the IT investment).
{"title":"Benefits realisation management in information technology projects","authors":"Derek C. Smith, H. Dombo, N. Nkehli","doi":"10.1109/PICMET.2008.4599758","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599758","url":null,"abstract":"This study evaluates the use of benefits realisation management (BRM) in information technology (IT) projects. Past research concludes that realising the tangible and intangible benefits from IT projects is not easy and is often not carried out at all. Fifty-four IT project managers in South Africa successfully completed an online questionnaire. An analysis of the data showed that, whilst BRM processes exist in some IT projects, benefits monitoring during the project is rarely applied even though planned benefits can change dramatically. It was also found that IT project managers are keen to improve BRM processes so that benefits are more clearly defined and realised. They identify the project owner as the person accountable for benefits realisation as the business benefits normally occur long after the project is complete, but they argue that this is not happening. They also conclude that, because their performance is measured using project efficiency metrics (on time, on budget and on specification), they are not required to focus on the project effectiveness (the longer term benefits from the IT investment).","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"02 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":"124507920","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.2008.4599706
J. Cardenas, Ana Villanueva, Mauro Spinola
The organizational memory constructed inside organizations should take multiple utilities, focused in search of efficiency. And with adequate data, the capacity of being reused should be intended to desired benefits. That organizational memory is product of interaction what people keep on conforming social networks that generate streams of information to store into the memory. In this paper we suggest that social networks in conjunction with the generated social capital construct isolated organizational memories within distinct levels. To discover if this symbiosis between organizational memory and social networks exists, was made a conceptual review and analyzes from research cases that show how this linking is given. Finally we formulated 4 generic levels (of organizational memory and social networks) that would be founded within any organization. Then, we conclude that the ties integrating these 4 types are the generators of an obligatory coexistence by knowledge developing and sharing.
{"title":"Looking for a symbiosis between organizational memory and social networks","authors":"J. Cardenas, Ana Villanueva, Mauro Spinola","doi":"10.1109/PICMET.2008.4599706","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599706","url":null,"abstract":"The organizational memory constructed inside organizations should take multiple utilities, focused in search of efficiency. And with adequate data, the capacity of being reused should be intended to desired benefits. That organizational memory is product of interaction what people keep on conforming social networks that generate streams of information to store into the memory. In this paper we suggest that social networks in conjunction with the generated social capital construct isolated organizational memories within distinct levels. To discover if this symbiosis between organizational memory and social networks exists, was made a conceptual review and analyzes from research cases that show how this linking is given. Finally we formulated 4 generic levels (of organizational memory and social networks) that would be founded within any organization. Then, we conclude that the ties integrating these 4 types are the generators of an obligatory coexistence by knowledge developing and sharing.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"2 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":"128564520","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.2008.4599672
S. Ford, Lan Tao, D. Probert
Since their first application in the 1980s, bladed disks (blisks) have become integral components in jet engines. In this case study we examine a technological advance in joining techniques by following the successful development of linear friction welded (LFW) blisks at Rolls Royce. Initiated in 1984 and spanning over 20 years of R&D activity, this advance represents a significant breakthrough in the blisk manufacturing process, as it provides further improvements to weight, aerodynamic efficiency and cost. Providing a historical account of this project, we describe how Rolls Royce drew on government funds to engage in exploratory collaborative research with TWI and MTU before a workshare agreement on the Eurofighter Typhoon allowed for entrepreneurially opportunistic behaviour. Engagement with lead users when developing blisks for the Eurofighter provided Rolls Royce with niche commercialisation, learning opportunities and the platform to demonstrate the capability of LFW blisks for adoption in the joint strike fighter (JSF). This episode highlights how successful breakthrough innovation in the aerospace industry derived from a long-term commitment to exploratory research and a strategic development focus prior to commercialisation.
{"title":"Preparing for takeoff: Breakthrough process innovation at Rolls-Royce","authors":"S. Ford, Lan Tao, D. Probert","doi":"10.1109/PICMET.2008.4599672","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599672","url":null,"abstract":"Since their first application in the 1980s, bladed disks (blisks) have become integral components in jet engines. In this case study we examine a technological advance in joining techniques by following the successful development of linear friction welded (LFW) blisks at Rolls Royce. Initiated in 1984 and spanning over 20 years of R&D activity, this advance represents a significant breakthrough in the blisk manufacturing process, as it provides further improvements to weight, aerodynamic efficiency and cost. Providing a historical account of this project, we describe how Rolls Royce drew on government funds to engage in exploratory collaborative research with TWI and MTU before a workshare agreement on the Eurofighter Typhoon allowed for entrepreneurially opportunistic behaviour. Engagement with lead users when developing blisks for the Eurofighter provided Rolls Royce with niche commercialisation, learning opportunities and the platform to demonstrate the capability of LFW blisks for adoption in the joint strike fighter (JSF). This episode highlights how successful breakthrough innovation in the aerospace industry derived from a long-term commitment to exploratory research and a strategic development focus prior to commercialisation.","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":"128976142","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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