Pub Date : 2002-12-10DOI: 10.1109/IEMC.2002.1038495
L. Falkingham, R. Reeves
Summary form only given as follows. We have conducted a case study extending over 5 years of events affecting a small R&D unit in a multinational company. We were particularly concerned with strategy for the unit. We had supposed that the purpose of strategy would be to enable the parent company to counter competitors' actions, but to our surprise no competitor action over the period had any significant effect on the company, or prompted any changes of policy by the R&D unit. There were however serious threats to the continued survival of the R&D unit during the period, but these all came from the parent company. We found that the R&D unit had to have its own strategy, directed internally as well as externally, and seven principles for strategy for the unit emerged from the case. The threats mostly arose from several rounds of merger activity, which left merged groups with more R&D units than were needed. Within this context, however, we found that the company did not have an accurate perception of the capability and achievements of the unit studied, and the unit's first priority was in fact to foster its own image within the company. We also found that there were occasions when the company threw away technology in which it had invested over a long period, to the benefit of competitors. Another finding was that a technical breakthrough by an individual could foster the survival of the R&D unit, but that this had to be skilfully handled for the benefit to be realised.
{"title":"R&D departments must formulate strategy for their own survival within a corporation","authors":"L. Falkingham, R. Reeves","doi":"10.1109/IEMC.2002.1038495","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038495","url":null,"abstract":"Summary form only given as follows. We have conducted a case study extending over 5 years of events affecting a small R&D unit in a multinational company. We were particularly concerned with strategy for the unit. We had supposed that the purpose of strategy would be to enable the parent company to counter competitors' actions, but to our surprise no competitor action over the period had any significant effect on the company, or prompted any changes of policy by the R&D unit. There were however serious threats to the continued survival of the R&D unit during the period, but these all came from the parent company. We found that the R&D unit had to have its own strategy, directed internally as well as externally, and seven principles for strategy for the unit emerged from the case. The threats mostly arose from several rounds of merger activity, which left merged groups with more R&D units than were needed. Within this context, however, we found that the company did not have an accurate perception of the capability and achievements of the unit studied, and the unit's first priority was in fact to foster its own image within the company. We also found that there were occasions when the company threw away technology in which it had invested over a long period, to the benefit of competitors. Another finding was that a technical breakthrough by an individual could foster the survival of the R&D unit, but that this had to be skilfully handled for the benefit to be realised.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"105 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127158800","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 : 2002-12-10DOI: 10.1109/IEMC.2002.1038539
R. Phaal, N. Shehabuddeen, P. Assakul
The technology roadmapping technique is used widely in industry to support strategic technology planning. Roadmaps can take various forms, but the most flexible and generic type comprises a multi-layered time-based chart that links technology and product developments to market needs. In recent years the approach has been used in sector-level foresight programmes, particularly in Northern America. This paper provides a brief overview of the technology roadmapping approach, and describes the development of a process for supporting the rapid initiation of the technique in organisations. The ongoing development of a technology roadmap for the automotive sector is presented, which aims to define the broad research agenda for UK road transport, with a 20-year time horizon. The architecture of the roadmap is described, together with the process that is being adopted for its construction.
{"title":"Technology roadmapping: charting the route ahead for UK road transport","authors":"R. Phaal, N. Shehabuddeen, P. Assakul","doi":"10.1109/IEMC.2002.1038539","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038539","url":null,"abstract":"The technology roadmapping technique is used widely in industry to support strategic technology planning. Roadmaps can take various forms, but the most flexible and generic type comprises a multi-layered time-based chart that links technology and product developments to market needs. In recent years the approach has been used in sector-level foresight programmes, particularly in Northern America. This paper provides a brief overview of the technology roadmapping approach, and describes the development of a process for supporting the rapid initiation of the technique in organisations. The ongoing development of a technology roadmap for the automotive sector is presented, which aims to define the broad research agenda for UK road transport, with a 20-year time horizon. The architecture of the roadmap is described, together with the process that is being adopted for its construction.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"99 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124946411","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 : 2002-12-10DOI: 10.1109/IEMC.2002.1038488
J. Thompsen
Research shows that purposeful, well executed talent management is a critical source of competitive advantage and predictable improved performance. Labor force data also confirm the challenges in finding top, talented performers. This article includes insights from research with two types of organizations. Each organization pursued a comprehensive approach to identifying and managing talent in a highly competitive environment. The goal was to create organizational cultures and management discipline which will provide a common understanding of what talent is, identify where the talent is now, where it is needed, and then leverage that talent to meet specific needs of customers. Specific implications for pursuing return on critical talent (RoCT) in technology-intensive organizations are emphasized.
{"title":"Achieving return on critical talent in technology-intensive organizations","authors":"J. Thompsen","doi":"10.1109/IEMC.2002.1038488","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038488","url":null,"abstract":"Research shows that purposeful, well executed talent management is a critical source of competitive advantage and predictable improved performance. Labor force data also confirm the challenges in finding top, talented performers. This article includes insights from research with two types of organizations. Each organization pursued a comprehensive approach to identifying and managing talent in a highly competitive environment. The goal was to create organizational cultures and management discipline which will provide a common understanding of what talent is, identify where the talent is now, where it is needed, and then leverage that talent to meet specific needs of customers. Specific implications for pursuing return on critical talent (RoCT) in technology-intensive organizations are emphasized.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115252760","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 : 2002-12-10DOI: 10.1109/IEMC.2002.1038512
S. Thomas, N.M. Bodensteiner
This study explores the varied challenges of managing complexity using the International Space Station (ISS) Program as an example of a complex, adaptive system. The paper begins by considering the program from the perspective of a evolutionary dialectic: with homoeostatic change as thesis, deterministic unpredictability as anti-thesis, and self-organization as the synthesis. The paper then examines the concept of self-organized criticality, considering the ISS Program's integrated and tiered team structure. The next section introduces bipolar variables confronted by employees adapting to and enacting this complex environment. Finally, we consider how organizational mindsets can entrench (or retrench) in this environment even in the face of dynamical change and how the ISS Program as a complex program has evolved and adapted to tolerate environmental ambiguity.
{"title":"Managing complexity: the challenges of the International Space Station program","authors":"S. Thomas, N.M. Bodensteiner","doi":"10.1109/IEMC.2002.1038512","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038512","url":null,"abstract":"This study explores the varied challenges of managing complexity using the International Space Station (ISS) Program as an example of a complex, adaptive system. The paper begins by considering the program from the perspective of a evolutionary dialectic: with homoeostatic change as thesis, deterministic unpredictability as anti-thesis, and self-organization as the synthesis. The paper then examines the concept of self-organized criticality, considering the ISS Program's integrated and tiered team structure. The next section introduces bipolar variables confronted by employees adapting to and enacting this complex environment. Finally, we consider how organizational mindsets can entrench (or retrench) in this environment even in the face of dynamical change and how the ISS Program as a complex program has evolved and adapted to tolerate environmental ambiguity.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122790199","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 : 2002-12-10DOI: 10.1109/IEMC.2002.1038535
Frank, Christof Stotko
Enterprises in all branches of industry are being forced to react to the growing individualization of demand, yet, at the same time, increasing competitive pressure dictates that costs must also continue to decrease. Companies have to adopt strategies which embrace both cost efficiency and a closer reaction to customers' needs. Mass customization meets this challenge by producing goods and services to meet individual customer's needs with near mass production efficiency. The paper discusses four different approaches towards mass customization. The authors' focus is to show how product-service-bundles may be combined strategically to foster a mass customization strategy.
{"title":"Mass customization: four approaches to deliver customized products and services with mass production efficiency","authors":"Frank, Christof Stotko","doi":"10.1109/IEMC.2002.1038535","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038535","url":null,"abstract":"Enterprises in all branches of industry are being forced to react to the growing individualization of demand, yet, at the same time, increasing competitive pressure dictates that costs must also continue to decrease. Companies have to adopt strategies which embrace both cost efficiency and a closer reaction to customers' needs. Mass customization meets this challenge by producing goods and services to meet individual customer's needs with near mass production efficiency. The paper discusses four different approaches towards mass customization. The authors' focus is to show how product-service-bundles may be combined strategically to foster a mass customization strategy.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114205147","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 : 2002-12-10DOI: 10.1109/IEMC.2002.1038530
G. Ioannou, A. Papalexandris, G. Prastacos, E. Soderquist
In this paper, the authors develop a specific balanced scorecard (BSC) model, and present the experiences from its real-life implementation at a large software development company. The proposed approach is based on the Kaplan-Norton model, and takes into account the particularities of the software industry. Via the discussion of the actual implementation in a technology driven and oriented company, they illustrate the effect that the dynamic environment and the increased concerns about intellectual capital have on business strategy and the performance metrics inherent in the BSC model. In this context, the authors also identify and evaluate some critical success factors and shortcomings of the particular project in order to derive guidelines for similar implementations.
{"title":"Implementing a balanced scorecard at a software development company","authors":"G. Ioannou, A. Papalexandris, G. Prastacos, E. Soderquist","doi":"10.1109/IEMC.2002.1038530","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038530","url":null,"abstract":"In this paper, the authors develop a specific balanced scorecard (BSC) model, and present the experiences from its real-life implementation at a large software development company. The proposed approach is based on the Kaplan-Norton model, and takes into account the particularities of the software industry. Via the discussion of the actual implementation in a technology driven and oriented company, they illustrate the effect that the dynamic environment and the increased concerns about intellectual capital have on business strategy and the performance metrics inherent in the BSC model. In this context, the authors also identify and evaluate some critical success factors and shortcomings of the particular project in order to derive guidelines for similar implementations.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"292 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133204512","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 : 2002-12-10DOI: 10.1109/IEMC.2002.1038541
A. Brehl, W. Hopson
This paper suggests ways that an R&D organization can increase its role in proactive planning and representation of the plan in business terms. Through roadmap planning, long-term improvements can be made to resource management and flexibility of R&D operations. The R&D organization can become more influential in budget decisions with improved credibility. Based on that influence, the R&D organization can offer alternatives for managing tight budgets and assist business management in making those difficult tradeoffs between long-term and short-term objectives.
{"title":"Business management of R&D and technology acquisition","authors":"A. Brehl, W. Hopson","doi":"10.1109/IEMC.2002.1038541","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038541","url":null,"abstract":"This paper suggests ways that an R&D organization can increase its role in proactive planning and representation of the plan in business terms. Through roadmap planning, long-term improvements can be made to resource management and flexibility of R&D operations. The R&D organization can become more influential in budget decisions with improved credibility. Based on that influence, the R&D organization can offer alternatives for managing tight budgets and assist business management in making those difficult tradeoffs between long-term and short-term objectives.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131268573","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 : 2002-12-10DOI: 10.1109/IEMC.2002.1038494
A. Fernandes
An economic model that takes knowledge, technology and capital, as prime production factors is used to interpret the importance of technology. The model defines technology and its value, discriminating from capital thus identifying R & D as the major technology production process. It also suggests that there is a default tendency, in every firm, to technology impoverishment and capital affluence.
{"title":"R&D as a technology engine","authors":"A. Fernandes","doi":"10.1109/IEMC.2002.1038494","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038494","url":null,"abstract":"An economic model that takes knowledge, technology and capital, as prime production factors is used to interpret the importance of technology. The model defines technology and its value, discriminating from capital thus identifying R & D as the major technology production process. It also suggests that there is a default tendency, in every firm, to technology impoverishment and capital affluence.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122148544","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 : 2002-12-10DOI: 10.1109/IEMC.2002.1038564
M. Wang, Chia Hsun Chang
Norton and Bass proposed the diffusion model of adoption and substitution for multi-generation products in 1987. All multi-generational models based on this model have at least three parameter families. One family is referred to as the "coefficient of innovation". Another family is referred to as the "coefficient of imitation". Norton and Bass (1987) argue that the coefficients should be constant across generations. These assumptions are tested and discussed by Islam and Meade (1997) by using data of mobile telephone technology from eleven countries. They demonstrate that, in most cases, the hypothesis of constant coefficients can be rejected. We attempt to investigate the adoption and substitution of pagers and mobile phones in Taiwan by applying the multi-generation model developed by Norton and Bass (1987). In addition, the result that the coefficients aren't constant in Islam and Meade are adopted in their model. Results in their research show that the multi-generation diffusion model can be successfully applied to the substitution and adoption of pagers and mobile phones. Moreover, the use of a model with unequal coefficients is shown to considerably improve forecasting performance.
{"title":"Applications of a multi-generation diffusion model to pagers and mobile phones","authors":"M. Wang, Chia Hsun Chang","doi":"10.1109/IEMC.2002.1038564","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038564","url":null,"abstract":"Norton and Bass proposed the diffusion model of adoption and substitution for multi-generation products in 1987. All multi-generational models based on this model have at least three parameter families. One family is referred to as the \"coefficient of innovation\". Another family is referred to as the \"coefficient of imitation\". Norton and Bass (1987) argue that the coefficients should be constant across generations. These assumptions are tested and discussed by Islam and Meade (1997) by using data of mobile telephone technology from eleven countries. They demonstrate that, in most cases, the hypothesis of constant coefficients can be rejected. We attempt to investigate the adoption and substitution of pagers and mobile phones in Taiwan by applying the multi-generation model developed by Norton and Bass (1987). In addition, the result that the coefficients aren't constant in Islam and Meade are adopted in their model. Results in their research show that the multi-generation diffusion model can be successfully applied to the substitution and adoption of pagers and mobile phones. Moreover, the use of a model with unequal coefficients is shown to considerably improve forecasting performance.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128401245","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 : 2002-12-10DOI: 10.1109/IEMC.2002.1038545
N. Moguilnaia, K. Vershinin, M. Sweet, S. Hardikar, L. Ngwendson, O. Spulber, M.J. Rouse, M. M. De Souza, E. M. Sankara Narayanan
There has been a remarkable increase in mergers and acquisitions in many industries worldwide. In 1999-2002 there were at least 20 spin-offs, acquisitions, or mergers specifically relating to the power semiconductor industry. This paper investigates whether mergers and acquisitions are still the best strategy for power semiconductor companies to gain market presence.
{"title":"The investigation into the recent mergers and acquisitions in power semiconductor industry","authors":"N. Moguilnaia, K. Vershinin, M. Sweet, S. Hardikar, L. Ngwendson, O. Spulber, M.J. Rouse, M. M. De Souza, E. M. Sankara Narayanan","doi":"10.1109/IEMC.2002.1038545","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038545","url":null,"abstract":"There has been a remarkable increase in mergers and acquisitions in many industries worldwide. In 1999-2002 there were at least 20 spin-offs, acquisitions, or mergers specifically relating to the power semiconductor industry. This paper investigates whether mergers and acquisitions are still the best strategy for power semiconductor companies to gain market presence.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"226 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123722542","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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