Pub Date : 2002-12-10DOI: 10.1109/IEMC.2002.1038548
B. Sirinaovakul
Advances in information technology radically impact all organizations, especially, in providing effective tools to integrate their operations more effectively, respond to market needs more flexibly, and serve their customers globally. This research aims to answer how the local companies survive in the global competitiveness. Using analytic hierarchy process (AHP) method, variables relevant to strategic management and information technology has been developed and with the application-based model, based on the Mc Kinsey framework. Results show that the long term vision of the leader gives the highest contribution to the success of local companies. Appropriate management of leadership and information technology significantly enhances the competitiveness of local companies. Result of evaluation of the proposed model with four local Thai Banks is in accordance with those of international credit rating agencies including Standard & Poors and Moody's Invertors Service.
{"title":"Analytic hierarchy process model for global competitiveness of local companies a case for Thai banking business","authors":"B. Sirinaovakul","doi":"10.1109/IEMC.2002.1038548","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038548","url":null,"abstract":"Advances in information technology radically impact all organizations, especially, in providing effective tools to integrate their operations more effectively, respond to market needs more flexibly, and serve their customers globally. This research aims to answer how the local companies survive in the global competitiveness. Using analytic hierarchy process (AHP) method, variables relevant to strategic management and information technology has been developed and with the application-based model, based on the Mc Kinsey framework. Results show that the long term vision of the leader gives the highest contribution to the success of local companies. Appropriate management of leadership and information technology significantly enhances the competitiveness of local companies. Result of evaluation of the proposed model with four local Thai Banks is in accordance with those of international credit rating agencies including Standard & Poors and Moody's Invertors Service.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"92 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":"129680594","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.2002.1038506
L. Peters, G. O'Connor
Our study of RI looks at initiatives undertaken to provide a sustainable source of radical innovation. The RI programs we study are tied to the R&D organizations of our company participants. In this paper we report on system characteristics of these RI initiatives. An objective is to provide perspective on what options exist to foster the guided evolution of organizations and therefore sustained performance or long-term survival. Inherent to the pursuit of innovation is creation of new resources and new dynamic capabilities, both of which can be the foundation of organizational rejuvenation and change. One challenge of corporate innovation is creating variance to ensure capability to adapt in uncertain environments Another challenge, which can be interpreted as a driver of RI and a feature of corporate entrepreneurship, firm transformation where the result is that the corporation is the driver of environmental change. If organizations must, in order to be successful over the long run, be good at (a) current operations, (b) incremental innovation, and (c) developing new paths to growth through breakthrough innovation, what type of RI system is a workable model for providing this dexterity? What activities are best suited to creating new capabilities and resources? What can RI programs do to enhance the organization's growth into new areas in comparison to other means such as acquisition and international expansion? What are the challenges to effective implementation of the RI system concept? How can the various challenges be overcome, and if so, what are alternative approaches for effective implementation? In focusing on these questions our research examines how resources, knowledge and learning are employed to build a sustainable capability for RI suitable either for adaptation or transformation in global competitive environments.
{"title":"Building the capacity for change: radical innovation and new product development in the multinational firm","authors":"L. Peters, G. O'Connor","doi":"10.1109/IEMC.2002.1038506","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038506","url":null,"abstract":"Our study of RI looks at initiatives undertaken to provide a sustainable source of radical innovation. The RI programs we study are tied to the R&D organizations of our company participants. In this paper we report on system characteristics of these RI initiatives. An objective is to provide perspective on what options exist to foster the guided evolution of organizations and therefore sustained performance or long-term survival. Inherent to the pursuit of innovation is creation of new resources and new dynamic capabilities, both of which can be the foundation of organizational rejuvenation and change. One challenge of corporate innovation is creating variance to ensure capability to adapt in uncertain environments Another challenge, which can be interpreted as a driver of RI and a feature of corporate entrepreneurship, firm transformation where the result is that the corporation is the driver of environmental change. If organizations must, in order to be successful over the long run, be good at (a) current operations, (b) incremental innovation, and (c) developing new paths to growth through breakthrough innovation, what type of RI system is a workable model for providing this dexterity? What activities are best suited to creating new capabilities and resources? What can RI programs do to enhance the organization's growth into new areas in comparison to other means such as acquisition and international expansion? What are the challenges to effective implementation of the RI system concept? How can the various challenges be overcome, and if so, what are alternative approaches for effective implementation? In focusing on these questions our research examines how resources, knowledge and learning are employed to build a sustainable capability for RI suitable either for adaptation or transformation in global competitive environments.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"34 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":"127742509","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.2002.1038500
G. van der Merwe, L. van der Merwe, L. Pretorius, J. D. van Wyk
It is the authors' opinion that new product development (NPD), marketing, production and financial management within an SME cannot be separated from each other as they are closely linked to each other and often managed by the same person within the company (SME). Statistical trends indicate that the biggest cause of failure of SMEs is lack of capital and cash flow related problems. It is naive to think that any division within the SMEs especially NPD, production and engineering management can be separated and managed as separate entities without also involving the financial status of the company and its cash flow within any given stage of the project development. The authors herewith present proven models to do NPD, marketing and production within high technology SMEs. The models proposed are substantiated by an investigation using a sample of 30 high technology SMEs, within the electronic/electrical industry The models present management guidelines which keep financial vulnerability in mind and offer engineering management structures to help emerging high technology SMEs. The goal is not to create new analytic models, but to offer optimum use of current methods.
{"title":"Business management models for high technological small to medium enterprises (SMEs), incorporating the close relations of subdivisions within the company, and aspects of volatile economic climates","authors":"G. van der Merwe, L. van der Merwe, L. Pretorius, J. D. van Wyk","doi":"10.1109/IEMC.2002.1038500","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038500","url":null,"abstract":"It is the authors' opinion that new product development (NPD), marketing, production and financial management within an SME cannot be separated from each other as they are closely linked to each other and often managed by the same person within the company (SME). Statistical trends indicate that the biggest cause of failure of SMEs is lack of capital and cash flow related problems. It is naive to think that any division within the SMEs especially NPD, production and engineering management can be separated and managed as separate entities without also involving the financial status of the company and its cash flow within any given stage of the project development. The authors herewith present proven models to do NPD, marketing and production within high technology SMEs. The models proposed are substantiated by an investigation using a sample of 30 high technology SMEs, within the electronic/electrical industry The models present management guidelines which keep financial vulnerability in mind and offer engineering management structures to help emerging high technology SMEs. The goal is not to create new analytic models, but to offer optimum use of current methods.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"111 49","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113946096","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.2002.1038516
V. Ojanen, M. Tuominen
R&D managers need to measure the overall performance of R&D activities in order to improve the activities and prove their effectiveness. This paper aims at systematizing the measurement of the overall effectiveness of R&D. An example of the utilization of our analytical approach is presented in the form of a case study in the telecom sector.
{"title":"An analytic approach to measuring the overall effectiveness of R&D-a case study in the telecom sector","authors":"V. Ojanen, M. Tuominen","doi":"10.1109/IEMC.2002.1038516","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038516","url":null,"abstract":"R&D managers need to measure the overall performance of R&D activities in order to improve the activities and prove their effectiveness. This paper aims at systematizing the measurement of the overall effectiveness of R&D. An example of the utilization of our analytical approach is presented in the form of a case study in the telecom sector.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"38 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":"124517809","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.2002.1038520
S.K. Saha
An efficient integrated circuit (IC) process technology development (TD) model is crucial to offer online semiconductor customers product of their choice. This paper describes a technology computer-aided-design based TD methodology for developing ICs on Internet time. The potential benefit of the proposed methodology for an effective e-business solution in the semiconductor industry is presented.
{"title":"Developing integrated circuits for an efficient electronic commerce in the semiconductor industry","authors":"S.K. Saha","doi":"10.1109/IEMC.2002.1038520","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038520","url":null,"abstract":"An efficient integrated circuit (IC) process technology development (TD) model is crucial to offer online semiconductor customers product of their choice. This paper describes a technology computer-aided-design based TD methodology for developing ICs on Internet time. The potential benefit of the proposed methodology for an effective e-business solution in the semiconductor industry is presented.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"17 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":"114620534","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.2002.1038556
J.H. Voute, B. Meijer
In this paper we develop the basics of a novel proposition to structure networks or corporations. From system analysis and organization design we have extended the set of design parameters to include the managers bandwidth, the total decision making load. Key to our approach is the separation of decisions along a time-impact axis as provided in the TAO model/spl copy/. Combining the scalability of that model with the Value Added Cell (VAC) yields a unit of economic activity as a building block in the Virtual Industry/spl reg/ matrix(/spl copy/).
{"title":"The virtual matrix revisited: reengineering organic complexity","authors":"J.H. Voute, B. Meijer","doi":"10.1109/IEMC.2002.1038556","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038556","url":null,"abstract":"In this paper we develop the basics of a novel proposition to structure networks or corporations. From system analysis and organization design we have extended the set of design parameters to include the managers bandwidth, the total decision making load. Key to our approach is the separation of decisions along a time-impact axis as provided in the TAO model/spl copy/. Combining the scalability of that model with the Value Added Cell (VAC) yields a unit of economic activity as a building block in the Virtual Industry/spl reg/ matrix(/spl copy/).","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"70 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":"115811284","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.2002.1038534
A. Ledwith, S.H. O'Callaghan
This paper presents the results of a study of the planning and scheduling of NPD projects within five high technology firms. The ability of these firms to release new products according to schedule and also the most common reasons for missing schedule deadlines are examined. Particular attention is paid to the scheduling of NPD projects and the application of formal project scheduling techniques. Initial results suggest that traditional project scheduling tools and techniques are not adequate when scheduling high-risk, high-technology projects. Project managers typically do not plan accurately and fail to anticipate changing customer requirements resulting in consistently over optimistic delivery dates. A discussion on whether NPD projects are delivered behind schedule because original schedules are inaccurate or because of poor project management helps to clarify the situation.
{"title":"NPD project schedules-great works of fiction","authors":"A. Ledwith, S.H. O'Callaghan","doi":"10.1109/IEMC.2002.1038534","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038534","url":null,"abstract":"This paper presents the results of a study of the planning and scheduling of NPD projects within five high technology firms. The ability of these firms to release new products according to schedule and also the most common reasons for missing schedule deadlines are examined. Particular attention is paid to the scheduling of NPD projects and the application of formal project scheduling techniques. Initial results suggest that traditional project scheduling tools and techniques are not adequate when scheduling high-risk, high-technology projects. Project managers typically do not plan accurately and fail to anticipate changing customer requirements resulting in consistently over optimistic delivery dates. A discussion on whether NPD projects are delivered behind schedule because original schedules are inaccurate or because of poor project management helps to clarify the situation.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"42 5 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":"127391645","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.2002.1038485
M. M. Mann
Knowledge intensive organizations depend more on ad hoc structures, e.g., project teams, committees, cross-functional design groups, "tiger" teams, etc. These tend to be process vs. functionally focused activities, executed through overlapping and interdependent networks of individuals. In the business enterprise there exists a hierarchy of networks of decreasing dimension: communication networks associated with sharing information, influence networks associated with task prioritization and execution, and decision networks associated with enterprise governance, direction, and resource allocation. The situation is complicated by the fact that the networks are issue dependent, e.g., strategic planning, product development, marketing, budgeting, etc. Furthermore, the networks are not independent, e.g., it is important to understand the sources and channels through which managers get the information on which they base their decisions, and how the decisions propagate through the organization to influence task selection and execution. The networks are not "orthogonal," that is the same individual may be active in several networks simultaneously. An additional complication is associated with the fact that the networks will generally be different depending on the modus of communication, e.g., different patterns and impact will be associated with face-to-face interchanges than with electronic interaction or paper communication. Finally, the patterns change with time. Circumstances, and evolving priorities and organizational membership. EnCompass/spl reg/, a computer supported system for organizational process visualization, analysis, synthesis, and management, was developed specifically to address these problems. This paper discusses EnCompass/spl reg/ and its application to the management of knowledge intensive enterprises which is illustrated with industrial cases in the high technology sector.
{"title":"Organizational networks: effective design and management of knowledge intensive enterprises","authors":"M. M. Mann","doi":"10.1109/IEMC.2002.1038485","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038485","url":null,"abstract":"Knowledge intensive organizations depend more on ad hoc structures, e.g., project teams, committees, cross-functional design groups, \"tiger\" teams, etc. These tend to be process vs. functionally focused activities, executed through overlapping and interdependent networks of individuals. In the business enterprise there exists a hierarchy of networks of decreasing dimension: communication networks associated with sharing information, influence networks associated with task prioritization and execution, and decision networks associated with enterprise governance, direction, and resource allocation. The situation is complicated by the fact that the networks are issue dependent, e.g., strategic planning, product development, marketing, budgeting, etc. Furthermore, the networks are not independent, e.g., it is important to understand the sources and channels through which managers get the information on which they base their decisions, and how the decisions propagate through the organization to influence task selection and execution. The networks are not \"orthogonal,\" that is the same individual may be active in several networks simultaneously. An additional complication is associated with the fact that the networks will generally be different depending on the modus of communication, e.g., different patterns and impact will be associated with face-to-face interchanges than with electronic interaction or paper communication. Finally, the patterns change with time. Circumstances, and evolving priorities and organizational membership. EnCompass/spl reg/, a computer supported system for organizational process visualization, analysis, synthesis, and management, was developed specifically to address these problems. This paper discusses EnCompass/spl reg/ and its application to the management of knowledge intensive enterprises which is illustrated with industrial cases in the high technology sector.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"159 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":"124465688","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.2002.1038555
J. Kasser
This paper views the system life cycle from the perspective of information systems, the application of knowledge management and modern quality theory. It shows how to reduce cost and schedule overruns by means of explicit emphasis on configuration management within the cataract approach to build planning in an integrated management-technical environment can reduce cost and schedule overruns and minimise project failures.
{"title":"Configuration management: the silver bullet for cost and schedule control","authors":"J. Kasser","doi":"10.1109/IEMC.2002.1038555","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038555","url":null,"abstract":"This paper views the system life cycle from the perspective of information systems, the application of knowledge management and modern quality theory. It shows how to reduce cost and schedule overruns by means of explicit emphasis on configuration management within the cataract approach to build planning in an integrated management-technical environment can reduce cost and schedule overruns and minimise project failures.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"50 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":"123437910","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.2002.1038496
F. Sallie, S. Surujhlal, S. Tapper
This paper describes the use of an 'action based research' process to manage the implementation of a portfolio analysis system. The implementation was conducted at a technology division of a diamond mining company. Two iterations of this process are described including the selection of portfolio analysis tools. All of the stages of the first iteration are discussed focussing on the use of reflection and subsequent action in refining the implementation. A key issue in the second iteration namely the use of real options valuation is examined. Lessons learnt in the implementation are discussed.
{"title":"Application of R&D portfolio analysis at a De Beers business unit","authors":"F. Sallie, S. Surujhlal, S. Tapper","doi":"10.1109/IEMC.2002.1038496","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038496","url":null,"abstract":"This paper describes the use of an 'action based research' process to manage the implementation of a portfolio analysis system. The implementation was conducted at a technology division of a diamond mining company. Two iterations of this process are described including the selection of portfolio analysis tools. All of the stages of the first iteration are discussed focussing on the use of reflection and subsequent action in refining the implementation. A key issue in the second iteration namely the use of real options valuation is examined. Lessons learnt in the implementation are discussed.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"1 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":"114194530","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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