In the context of radical innovation, the mutual understanding accrued through longitudinal inter-departmental interactions for continuous innovations can become obsolete. In order to maintain a high quality inter-departmental interface, firms have to rebuild interface common knowledge by acquiring and creating knowledge. It is not clear how such "time pressure" influences the firms' quest of critical knowledge for radical innovation. In this article, the authors describe radical innovation development in a long product development cycle as preventive innovation; radical product development in a compressed product development cycle is noted as pre-emptive innovation. This paper suggests that companies' choice between preventive or pre-emptive strategy may result in different approaches of common knowledge building in the context of radical innovation.
{"title":"Pre-emptive radical innovation: building inter-departmental common knowledge in a short product development cycle","authors":"Hung-bin Ding, T. Ravichandran","doi":"10.1109/EMS.2000.872568","DOIUrl":"https://doi.org/10.1109/EMS.2000.872568","url":null,"abstract":"In the context of radical innovation, the mutual understanding accrued through longitudinal inter-departmental interactions for continuous innovations can become obsolete. In order to maintain a high quality inter-departmental interface, firms have to rebuild interface common knowledge by acquiring and creating knowledge. It is not clear how such \"time pressure\" influences the firms' quest of critical knowledge for radical innovation. In this article, the authors describe radical innovation development in a long product development cycle as preventive innovation; radical product development in a compressed product development cycle is noted as pre-emptive innovation. This paper suggests that companies' choice between preventive or pre-emptive strategy may result in different approaches of common knowledge building in the context of radical innovation.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123203434","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}
The balanced scorecard represents a vehicle for turning strategy into a set of actions or operational requirements. This paper offers a framework that exploits and enhances the concepts of the balanced scorecard for the development of an organisation's technology strategy. By providing a step-by-step process, this paper illustrates an approach to technology strategy development that retains the benefits of the balance scorecard in terms of performance measurement systems, and extends it by ensuring a close alignment between financial, marketplace and technology/innovation activities. The approach is illustrated via a case study on the palmtop computing industry.
{"title":"Extending the balanced scorecard for technology strategy development","authors":"T.S. Durraui, S. Forbes, A. Carrie","doi":"10.1109/EMS.2000.872488","DOIUrl":"https://doi.org/10.1109/EMS.2000.872488","url":null,"abstract":"The balanced scorecard represents a vehicle for turning strategy into a set of actions or operational requirements. This paper offers a framework that exploits and enhances the concepts of the balanced scorecard for the development of an organisation's technology strategy. By providing a step-by-step process, this paper illustrates an approach to technology strategy development that retains the benefits of the balance scorecard in terms of performance measurement systems, and extends it by ensuring a close alignment between financial, marketplace and technology/innovation activities. The approach is illustrated via a case study on the palmtop computing industry.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"77 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124684121","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}
The rapid deployment of e-business systems has surprised even the most futuristic management thinkers. Unfortunately very little empirical research has documented the many variations of e-business solutions as major software vendors release complex IT products into the marketplace. The literature holds simultaneous evidence of major success and major failure as implementations evolve. It is not clear from the literature just what the difference is between e-commerce and its predecessor concepts of supply chain management and enterprise resource planning. In this paper we use existing case studies, industrial interviews, and survey data to describe how these systems are similar and how they differ. We develop a conceptual model to show how these systems are related and how they serve significantly different strategic objectives. Finally, we suggest the critical success factors that are the key issues to resolve in order to successfully implement these systems in practice.
{"title":"Distinguishing the critical success factors between e-commerce, enterprise resource planning, and supply chain management","authors":"M. Chuang, W. Shaw","doi":"10.1109/EMS.2000.872572","DOIUrl":"https://doi.org/10.1109/EMS.2000.872572","url":null,"abstract":"The rapid deployment of e-business systems has surprised even the most futuristic management thinkers. Unfortunately very little empirical research has documented the many variations of e-business solutions as major software vendors release complex IT products into the marketplace. The literature holds simultaneous evidence of major success and major failure as implementations evolve. It is not clear from the literature just what the difference is between e-commerce and its predecessor concepts of supply chain management and enterprise resource planning. In this paper we use existing case studies, industrial interviews, and survey data to describe how these systems are similar and how they differ. We develop a conceptual model to show how these systems are related and how they serve significantly different strategic objectives. Finally, we suggest the critical success factors that are the key issues to resolve in order to successfully implement these systems in practice.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121103905","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}
During the last few years, Internet startup Initial Public Offerings (IPOs) have provided investors with extraordinary returns and high success rates. Assuming that investors rationally evaluate the firms and their IPOs on their ability to provide both short-run and long term profitability, we analyze the various factors that lead to the success of the Internet IPOs. We use indicators of company/business characteristics, external characteristics, IPO characteristics and market condition for 354 Internet IPOs during 1995-1999 to empirically support our model that aims to determine the performance of these IPOs in terms of its first day closing price.
{"title":"Determinants of Internet startups success","authors":"S. Reddy, A. Jaju, Hyokjin Kwak","doi":"10.1109/EMS.2000.872574","DOIUrl":"https://doi.org/10.1109/EMS.2000.872574","url":null,"abstract":"During the last few years, Internet startup Initial Public Offerings (IPOs) have provided investors with extraordinary returns and high success rates. Assuming that investors rationally evaluate the firms and their IPOs on their ability to provide both short-run and long term profitability, we analyze the various factors that lead to the success of the Internet IPOs. We use indicators of company/business characteristics, external characteristics, IPO characteristics and market condition for 354 Internet IPOs during 1995-1999 to empirically support our model that aims to determine the performance of these IPOs in terms of its first day closing price.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116830096","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}
This paper discusses the nature of the paradigm shift that will be accelerated as the next-generation Internet (NGI) pervades society. First, we define the NGI society as one in which the network is so ubiquitous that no one will be conscious of connecting with it. Then we investigate trends and expectations of current NGI research and development projects worldwide. Secondly, we have performed comprehensive questionnaire-based market research into new technologies. This reveals that Japan can be expected to create global markets by developing NGI applications in home-electronic appliances, mobile assistants, transportation systems, and animation games. Furthermore, we generalize the discussion on the nature of the paradigm shift as follows. Although modern western rationalism produced the astonishing growth of the industrialized countries in the 19th-20th centuries, this approach alone no longer offers the prospect of much further advance. The 21st century paradigm for science and technology, for social, economic and governmental systems, and for industrial structures and working styles will necessarily shift towards autonomous and cooperative decentralization. The Internet is a decentralized computer system that is operated autonomously and cooperatively by individuals and small organizations. The NGI will further accelerate this paradigm shift. We conclude that this approach is essentially similar to the traditional oriental philosophy of harmony, and urge that it should be adopted in positioning Japan within the global, information-oriented network society of the 21st century.
{"title":"The nature of the 21st century paradigm shift driven by the next-generation Internet","authors":"Y. Okamoto, I. Yamada, N. Sugino","doi":"10.1109/EMS.2000.872547","DOIUrl":"https://doi.org/10.1109/EMS.2000.872547","url":null,"abstract":"This paper discusses the nature of the paradigm shift that will be accelerated as the next-generation Internet (NGI) pervades society. First, we define the NGI society as one in which the network is so ubiquitous that no one will be conscious of connecting with it. Then we investigate trends and expectations of current NGI research and development projects worldwide. Secondly, we have performed comprehensive questionnaire-based market research into new technologies. This reveals that Japan can be expected to create global markets by developing NGI applications in home-electronic appliances, mobile assistants, transportation systems, and animation games. Furthermore, we generalize the discussion on the nature of the paradigm shift as follows. Although modern western rationalism produced the astonishing growth of the industrialized countries in the 19th-20th centuries, this approach alone no longer offers the prospect of much further advance. The 21st century paradigm for science and technology, for social, economic and governmental systems, and for industrial structures and working styles will necessarily shift towards autonomous and cooperative decentralization. The Internet is a decentralized computer system that is operated autonomously and cooperatively by individuals and small organizations. The NGI will further accelerate this paradigm shift. We conclude that this approach is essentially similar to the traditional oriental philosophy of harmony, and urge that it should be adopted in positioning Japan within the global, information-oriented network society of the 21st century.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114185527","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}
Digital subscriber line (DSL), a new modem technology currently undergoing mass deployment in North America and parts of Europe, utilizes existing telephone lines, and with over 750 million telephone lines worldwide, copper wires appear to be the infrastructure technology best suited for creating global access to infocommunications services. Copper telephone lines connect libraries, schools, homes, businesses, health care facilities, research centers and museums worldwide, providing near-universal access in developed countries. With DSL technology, the bandwidth capability of those 750 million copper telephone lines is increased to as much as 9 Mbps downstream and 1 Mbps upstream. This paper describes DSL, its capabilities, and the crucial role it will play over the next decade as telephone companies enter new markets for delivering information in video and multimedia formats.
{"title":"Digital subscriber line: leading technology revolutionizing access to the information highway","authors":"S. Savino","doi":"10.1109/EMS.2000.872545","DOIUrl":"https://doi.org/10.1109/EMS.2000.872545","url":null,"abstract":"Digital subscriber line (DSL), a new modem technology currently undergoing mass deployment in North America and parts of Europe, utilizes existing telephone lines, and with over 750 million telephone lines worldwide, copper wires appear to be the infrastructure technology best suited for creating global access to infocommunications services. Copper telephone lines connect libraries, schools, homes, businesses, health care facilities, research centers and museums worldwide, providing near-universal access in developed countries. With DSL technology, the bandwidth capability of those 750 million copper telephone lines is increased to as much as 9 Mbps downstream and 1 Mbps upstream. This paper describes DSL, its capabilities, and the crucial role it will play over the next decade as telephone companies enter new markets for delivering information in video and multimedia formats.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128089453","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}
Research has focused on the characteristics and success factors involved in online retailing enterprises. In this paper, we propose that online retailers and their contemporaries in the brick-and mortar world will have to contend with new technological developments that will revolutionize retailing. These developments include: (a) a marked convergence of the online, wireless, and broadband infrastructures and the interactive communications possibilities offered by each, and (b) the pervasiveness and sophistication of one-to-one marketing and customization tools across physical and digital space. Given these developments, retailers have to rethink their business and marketing models and concentrate on developing competencies in the areas of (a) data warehousing and mining, (b) knowledge management, and (c) real-time customization and personalization of services and content. In this paper, we propose a framework for online, hybrid and brick and mortar retailers to successfully transition to this new model of competition.
{"title":"Advances in online retailing: towards the convergence of the Internet, wireless, and broadband","authors":"B. Rao","doi":"10.1109/EMS.2000.872573","DOIUrl":"https://doi.org/10.1109/EMS.2000.872573","url":null,"abstract":"Research has focused on the characteristics and success factors involved in online retailing enterprises. In this paper, we propose that online retailers and their contemporaries in the brick-and mortar world will have to contend with new technological developments that will revolutionize retailing. These developments include: (a) a marked convergence of the online, wireless, and broadband infrastructures and the interactive communications possibilities offered by each, and (b) the pervasiveness and sophistication of one-to-one marketing and customization tools across physical and digital space. Given these developments, retailers have to rethink their business and marketing models and concentrate on developing competencies in the areas of (a) data warehousing and mining, (b) knowledge management, and (c) real-time customization and personalization of services and content. In this paper, we propose a framework for online, hybrid and brick and mortar retailers to successfully transition to this new model of competition.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131888949","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}
This paper examines the statement made by Christensen (1997) that disruptive technologies are introduced into markets with innovations that cost more and perform more poorly than existing products. This is likely to be an industry specific observation, observed in part because of an imprecise definition of disruptive innovation. Empirical evidence suggests that small independent firms are more successful at the innovation process because they are unaffiliated with an existing product line, do not have an existing customer base, and so search for applications where their technology can provide immediate profitability. This "fresh start" advantage means that the innovator's dilemma provides major opportunities for small entrepreneurial firms.
{"title":"Disruptive technologies: innovators' problem and entrepreneurs' opportunity","authors":"S. Walsh, B. Kirchhoff","doi":"10.1109/EMS.2000.872523","DOIUrl":"https://doi.org/10.1109/EMS.2000.872523","url":null,"abstract":"This paper examines the statement made by Christensen (1997) that disruptive technologies are introduced into markets with innovations that cost more and perform more poorly than existing products. This is likely to be an industry specific observation, observed in part because of an imprecise definition of disruptive innovation. Empirical evidence suggests that small independent firms are more successful at the innovation process because they are unaffiliated with an existing product line, do not have an existing customer base, and so search for applications where their technology can provide immediate profitability. This \"fresh start\" advantage means that the innovator's dilemma provides major opportunities for small entrepreneurial firms.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127061464","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}
Survey methodology is becoming an increasingly prevalent tool in the management of organizations. Many companies are expending considerable resources in seeking the opinions stakeholders (workers, customers, etc.). While surveys have been used for a long time in the social sciences, questions often arise in technical organizations related to the scientific nature and value of survey methodology. This paper describes a unique application of a systems engineering model (V model) to survey methodology. Examples are provided using data from the author's dissertation (1999) based survey research.
{"title":"The application of a systems engineering model to survey research methodology","authors":"D. B. Wicker","doi":"10.1109/EMS.2000.872577","DOIUrl":"https://doi.org/10.1109/EMS.2000.872577","url":null,"abstract":"Survey methodology is becoming an increasingly prevalent tool in the management of organizations. Many companies are expending considerable resources in seeking the opinions stakeholders (workers, customers, etc.). While surveys have been used for a long time in the social sciences, questions often arise in technical organizations related to the scientific nature and value of survey methodology. This paper describes a unique application of a systems engineering model (V model) to survey methodology. Examples are provided using data from the author's dissertation (1999) based survey research.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"151 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134018486","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}
Co-innovation is an effective way for Chinese enterprise to enhance its competence on technological innovation and so to improve the competitiveness especially after China became a member of WTO. There are two major models for co-innovation: E-E model and E-U-A model. E-E model means an enterprise co-innovates with other enterprises related to its technology. It can combine the advantages and core competence of different enterprises so as to form reinforced advantages, which can also be shared by all these related enterprises. E-U-A model means an enterprise co-innovates with universities and academies, which is effective for enterprises to form new technological advantages and to raise technological level, especially for the enterprises focusing on science-based innovation. Westlake TV, a Chinese color TV manufacturer, and Kunming Pharmaceutical Corporation Ltd, are the two cases studies used for discussing the two models of co-innovation.
{"title":"Managing co-innovation: an effect way to reinforce competence","authors":"Xu Qingrui, Wanyan Shaohua, Y. Huajun, Chen Jin","doi":"10.1109/EMS.2000.872566","DOIUrl":"https://doi.org/10.1109/EMS.2000.872566","url":null,"abstract":"Co-innovation is an effective way for Chinese enterprise to enhance its competence on technological innovation and so to improve the competitiveness especially after China became a member of WTO. There are two major models for co-innovation: E-E model and E-U-A model. E-E model means an enterprise co-innovates with other enterprises related to its technology. It can combine the advantages and core competence of different enterprises so as to form reinforced advantages, which can also be shared by all these related enterprises. E-U-A model means an enterprise co-innovates with universities and academies, which is effective for enterprises to form new technological advantages and to raise technological level, especially for the enterprises focusing on science-based innovation. Westlake TV, a Chinese color TV manufacturer, and Kunming Pharmaceutical Corporation Ltd, are the two cases studies used for discussing the two models of co-innovation.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"133 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129443657","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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