Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183790
I. F. Kasper
The author describes the transition/integration engineering (TIE) effort for a major (almost $3 B) development program. TIE planning and implementation efforts, improving interactions between development and user personnel, and issues relating to transitioning a very large (pecabit) database are addressed. Recommendations for program managers responsible for the transition/integration activity are provided, based on the findings obtained.<>
{"title":"Transition/integration engineering: the program management TIE between developer and user","authors":"I. F. Kasper","doi":"10.1109/PICMET.1991.183790","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183790","url":null,"abstract":"The author describes the transition/integration engineering (TIE) effort for a major (almost $3 B) development program. TIE planning and implementation efforts, improving interactions between development and user personnel, and issues relating to transitioning a very large (pecabit) database are addressed. Recommendations for program managers responsible for the transition/integration activity are provided, based on the findings obtained.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"50 1","pages":"755-758"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85474224","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183601
Y. Kuwahara, R. Hirasawa
The authors describe the new R&D management scheme needed for the high-technology enterprise in the global environment. They propose two concepts as the key parameters for assessing and categorizing various R&D management systems, through actual experience in the management of global-scale research, as well as various international partnership programs. These are inclusive-interactiveness (IIA) and visibility (VIS). The IIA concept is important for including the capability of high-quality human factors which are inevitable in many complex managerial systems. The VIS concept is essential for the management systems to be acceptable in the global environment, because they must be transported to geographically and culturally different R&D situations. The authors also propose that, by using these two concepts, there are two ways for improving the conventional-style R&D management systems/tools to make them suitable for the future global environment.<>
{"title":"Inclusive-interactive approach for R&D management-a new scheme for the global enterprise","authors":"Y. Kuwahara, R. Hirasawa","doi":"10.1109/PICMET.1991.183601","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183601","url":null,"abstract":"The authors describe the new R&D management scheme needed for the high-technology enterprise in the global environment. They propose two concepts as the key parameters for assessing and categorizing various R&D management systems, through actual experience in the management of global-scale research, as well as various international partnership programs. These are inclusive-interactiveness (IIA) and visibility (VIS). The IIA concept is important for including the capability of high-quality human factors which are inevitable in many complex managerial systems. The VIS concept is essential for the management systems to be acceptable in the global environment, because they must be transported to geographically and culturally different R&D situations. The authors also propose that, by using these two concepts, there are two ways for improving the conventional-style R&D management systems/tools to make them suitable for the future global environment.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"11 1","pages":"157-161"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88570148","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183799
T. Bristol
Summary form only given. As citizens have come to better understand the technology is a social force and that they are financing the technological enterprise, there have been increasing demands for improvements in the management of the social dimension of technology. The technology manager of the 21st century will need to be more aware of, and sensitive to, the social concerns about developing technology. The technology assessments of the industrial framework have been partial and limited. In the social framework one must seek to achieve a more complete evaluation. The existing decision-making processes in engineering practice are based on multiple perspective decision making, and explicitly evaluate alternatives and tradeoffs. These are powerful and appropriate tools for technology assessment that the technology manager brings to the management of the social dimension of technology. A simple expansion of the technology manager's perspective is needed. Changes in engineering management education, to bolster confidence and cultivate wise judgment, are called for.<>
{"title":"Managing the social dimension of technology","authors":"T. Bristol","doi":"10.1109/PICMET.1991.183799","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183799","url":null,"abstract":"Summary form only given. As citizens have come to better understand the technology is a social force and that they are financing the technological enterprise, there have been increasing demands for improvements in the management of the social dimension of technology. The technology manager of the 21st century will need to be more aware of, and sensitive to, the social concerns about developing technology. The technology assessments of the industrial framework have been partial and limited. In the social framework one must seek to achieve a more complete evaluation. The existing decision-making processes in engineering practice are based on multiple perspective decision making, and explicitly evaluate alternatives and tradeoffs. These are powerful and appropriate tools for technology assessment that the technology manager brings to the management of the social dimension of technology. A simple expansion of the technology manager's perspective is needed. Changes in engineering management education, to bolster confidence and cultivate wise judgment, are called for.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"7 1","pages":"778-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88829885","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183823
D. E. Bell
Summary form only given, as follows. The author compares and contrasts the evolving laws to protect industrial technology in Eastern European countries such as Poland, Yugoslavia, Romania, Hungary, and Czechoslovakia. The advantages and disadvantages of each country's patent, trademark, service mark, and copyright laws have been compared. Treatment of industrial development and transfers of technology as trade secrets are examined to evaluate whether the specific country adequately allows foreign-developed technology to be patented. The Convention to Establish a World Intellectual Property Organization and the Paris Convention for Protection of Intellectual Property and other applicable international treaties are also reviewed.<>
{"title":"Technological transfers to Eastern Europe","authors":"D. E. Bell","doi":"10.1109/PICMET.1991.183823","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183823","url":null,"abstract":"Summary form only given, as follows. The author compares and contrasts the evolving laws to protect industrial technology in Eastern European countries such as Poland, Yugoslavia, Romania, Hungary, and Czechoslovakia. The advantages and disadvantages of each country's patent, trademark, service mark, and copyright laws have been compared. Treatment of industrial development and transfers of technology as trade secrets are examined to evaluate whether the specific country adequately allows foreign-developed technology to be patented. The Convention to Establish a World Intellectual Property Organization and the Paris Convention for Protection of Intellectual Property and other applicable international treaties are also reviewed.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"31 1","pages":"844-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76078547","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183752
R. Keeley, B. Tabrizi
The authors present an empirical study of the positive and negative effects of start-ups and spin-outs, using a sample of 49 companies from a cross section of technology-based industries. These 49 start-ups are representative of venture capital backed companies in the 1970s and 1980s. The authors examine their circumstances at the times they were formed and their longer-term impact on their industries. Few cases in which the start-up might be judged as competing with a former employer (two out of 49) are found. In 16 cases the idea for the product had existed at a former employer, but it was pursued in only three of them. In almost 40% of the cases, both the start-ups and the former employer became leading firms in their industries. Overall, for this sample the benefits from start-ups and spin-outs are considerable, while the negative effects are minor. It is concluded that the new companies tend to move into new markets, not yet occupied by established companies, and even when they enter existing markets, they are seldom in the same market segment as the former employer.<>
{"title":"Start-ups and spin-outs: competitive strategies and effects on former employees","authors":"R. Keeley, B. Tabrizi","doi":"10.1109/PICMET.1991.183752","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183752","url":null,"abstract":"The authors present an empirical study of the positive and negative effects of start-ups and spin-outs, using a sample of 49 companies from a cross section of technology-based industries. These 49 start-ups are representative of venture capital backed companies in the 1970s and 1980s. The authors examine their circumstances at the times they were formed and their longer-term impact on their industries. Few cases in which the start-up might be judged as competing with a former employer (two out of 49) are found. In 16 cases the idea for the product had existed at a former employer, but it was pursued in only three of them. In almost 40% of the cases, both the start-ups and the former employer became leading firms in their industries. Overall, for this sample the benefits from start-ups and spin-outs are considerable, while the negative effects are minor. It is concluded that the new companies tend to move into new markets, not yet occupied by established companies, and even when they enter existing markets, they are seldom in the same market segment as the former employer.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"12 1","pages":"625-630"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75398155","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183693
K. Loess
The author reports some preliminary findings toward the development of a framework within which important joint venture staffing issues can be analyzed and understood. Specifically, based on data obtained from three US-Japanese ventures located in the United States, the author presents preliminary findings toward understanding staffing dynamics from a negotiations perspective in technically oriented international joint ventures. The preliminary findings of the current study are that there is yet much work to be done in this area of research.<>
{"title":"Technology transfer in international joint ventures: the importance of early staff negotiations","authors":"K. Loess","doi":"10.1109/PICMET.1991.183693","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183693","url":null,"abstract":"The author reports some preliminary findings toward the development of a framework within which important joint venture staffing issues can be analyzed and understood. Specifically, based on data obtained from three US-Japanese ventures located in the United States, the author presents preliminary findings toward understanding staffing dynamics from a negotiations perspective in technically oriented international joint ventures. The preliminary findings of the current study are that there is yet much work to be done in this area of research.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"1 1","pages":"464-467"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89789421","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 : 1991-10-27DOI: 10.1007/978-1-4471-1904-3_72
T. Khalil, E. Berman
{"title":"Educational programs in management of technology (MOT)","authors":"T. Khalil, E. Berman","doi":"10.1007/978-1-4471-1904-3_72","DOIUrl":"https://doi.org/10.1007/978-1-4471-1904-3_72","url":null,"abstract":"","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"24 1","pages":"115-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90861363","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183728
J. Weisinger
Summary form only given. The author has explored the different social constructions associated with production technology among Japanese and American engineers and technical managers in start-up international joint ventures (IJVs) and has examined how these differences affect joint venture decisions. The data used are reports from critical incident interviews conducted in case studies of three Japanese-American manufacturing IJVs between October 1990 and March 1991. Simon (1976) proposes that administrative decision-making is composed of two premises: one based on purpose, the other based on scientific and practical knowledge about the effects of particular decisions, and that the final decision depends upon the relative weight placed on these two premises. In the case of international joint ventures, the present data suggest that the purposive element may not even be clear (or at least not equally clear) to all involved parties, and the practical knowledge about the effects of decisions is obscured when hidden cultural assumptions are at play. Thus differing conceptions of production technology issues may hinder technical and business decision-making in IJVs.<>
{"title":"Cultural collisions in international joint venture decision making: a social constructionist perspective","authors":"J. Weisinger","doi":"10.1109/PICMET.1991.183728","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183728","url":null,"abstract":"Summary form only given. The author has explored the different social constructions associated with production technology among Japanese and American engineers and technical managers in start-up international joint ventures (IJVs) and has examined how these differences affect joint venture decisions. The data used are reports from critical incident interviews conducted in case studies of three Japanese-American manufacturing IJVs between October 1990 and March 1991. Simon (1976) proposes that administrative decision-making is composed of two premises: one based on purpose, the other based on scientific and practical knowledge about the effects of particular decisions, and that the final decision depends upon the relative weight placed on these two premises. In the case of international joint ventures, the present data suggest that the purposive element may not even be clear (or at least not equally clear) to all involved parties, and the practical knowledge about the effects of decisions is obscured when hidden cultural assumptions are at play. Thus differing conceptions of production technology issues may hinder technical and business decision-making in IJVs.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"13 1","pages":"583-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78377310","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183756
T. G. Moore
The author examines design methods and product features which can provide anticipation and adaptation to changes in technology or the marketplace. Methods are outlined which will allow product design to be planned and accomplished with a higher chance of success despite the inevitable disruptions to the plan which will occur. Tools that the product design can use include teams of experts who monitor the world, powerful tools to create and test alternate designs, methods for removing demotivators to purchase, techniques to incorporate design flexibility for the chooser and user, a plan to test designs early and often and track acceptability, and ongoing documentation of progress to improve design process and communication.<>
{"title":"Managing uncertainty: tools for change","authors":"T. G. Moore","doi":"10.1109/PICMET.1991.183756","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183756","url":null,"abstract":"The author examines design methods and product features which can provide anticipation and adaptation to changes in technology or the marketplace. Methods are outlined which will allow product design to be planned and accomplished with a higher chance of success despite the inevitable disruptions to the plan which will occur. Tools that the product design can use include teams of experts who monitor the world, powerful tools to create and test alternate designs, methods for removing demotivators to purchase, techniques to incorporate design flexibility for the chooser and user, a plan to test designs early and often and track acceptability, and ongoing documentation of progress to improve design process and communication.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"19 1","pages":"644-647"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78773134","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183803
G. Barczak, E. McDonough
Summary form only given, as follows. The authors present an exploratory study of new product strategy and implementation in a British technology firm. New product strategies at the corporate, business, and project level are examined to determine their congruence. Moreover, strategy implementation at the project level is explored through a longitudinal analysis of three new product development projects. Data were collected through personal interviews, questionnaires, and corporate annual reports. Interviews were conducted with the division head and each project leader. Questionnaires were given to project leaders and team members at two stages in time, at the beginning of the design phase and after the design phase. Both the interviews and the questionnaires explored such issues as project goals and focus, speed of development, technology strategy, leader style, and project performance. The results show congruence between the different levels of new product strategy. Changes occur, however, at the project level which influence implementation of the original new product strategy.<>
{"title":"Strategy in a technology firm: a case study","authors":"G. Barczak, E. McDonough","doi":"10.1109/PICMET.1991.183803","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183803","url":null,"abstract":"Summary form only given, as follows. The authors present an exploratory study of new product strategy and implementation in a British technology firm. New product strategies at the corporate, business, and project level are examined to determine their congruence. Moreover, strategy implementation at the project level is explored through a longitudinal analysis of three new product development projects. Data were collected through personal interviews, questionnaires, and corporate annual reports. Interviews were conducted with the division head and each project leader. Questionnaires were given to project leaders and team members at two stages in time, at the beginning of the design phase and after the design phase. Both the interviews and the questionnaires explored such issues as project goals and focus, speed of development, technology strategy, leader style, and project performance. The results show congruence between the different levels of new product strategy. Changes occur, however, at the project level which influence implementation of the original new product strategy.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"272 1","pages":"780-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76973079","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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