Proceedings. 2005 IEEE International Engineering Management Conference, 2005.最新文献

{"title":"Strategic management of distributed technology projects","authors":"S. Sharma, M. Research, Development, E. Networks","doi":"10.1109/IEMC.2005.1559190","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559190","url":null,"abstract":"","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115455941","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}

{"title":"The strategic evolution of foreign R&D investment in China","authors":"K. Wen, Zefu Lin","doi":"10.1109/IEMC.2005.1559101","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559101","url":null,"abstract":"With the expansion of multinationals’ investment in china, foreign research and development (R&D) has increased rapidly. On the context of more and more foreign R&D investment in china, the focus of our research is to reveal the strategic change of multinational corporations conducting R&D in china, which mainly includes both the change of investment mode from cooperation alliance with local firms to foreign-owned R&D institutes and the turnover from “Development” to “Research and Development”. The results come from previous research and quantitative interviews with R&D managers of foreign R&D in china. According to the research, we want to reveal strategic evolution of foreign R&D investment in china, as well as the policy implications for Chinese government.","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"88 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115663248","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}

{"title":"Ratification of retail location factors: a case study of shopping centers in Bangkok","authors":"C. Somprakij, C. Jungthirapanich","doi":"10.1109/IEMC.2005.1559127","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559127","url":null,"abstract":"Facility location ranks high in terms of its priority and strategic consequences. This research aims at comprehensively and systematically identifying retail location factors from all possible primary and secondary sources. The preliminary investigation identified 228 location factors that are generally applicable to any industries. The obtained factors were subsequently scrutinized based on significance and relevance to the retail industry by peer reviews. The review process resulted in the ranked list of 95 retail location factors. A structural equation model of retail location factors was developed and validated by the confirmatory factor analysis. The proposed methodology reduced an initial list of 228 location factors to 4 significant groups of 32 retail location factors. Analysis of the 4 resultant factor groups reveals that they may be categorized into location-specific and non-location-specific retail location factors. The research findings apparently indicate that both categories of factor groups are vital to location decisions. This explains why a retailer fails and the other succeeds even though their locations are nearby.","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"102 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125196773","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}

{"title":"The critical factors for improving companies~ abilities to develop new product faster and more successfully","authors":"G. Lynn, Jiyao Chen, R. Reilly, Guijun Li","doi":"10.1109/IEMC.2005.1559224","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559224","url":null,"abstract":"By studying a variety of practices of eighty-nine divisions/companies, we identified several factors that contribute to the effective development of new products. The findings show that vision clarity and empowerment are two key practices influencing organization level success in new product development. ∗","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121080064","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}

{"title":"Growth option behind patenting behavior","authors":"Zuoqun Tang, Dengke Ji","doi":"10.1109/IEMC.2005.1559192","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559192","url":null,"abstract":"We applied the Cox regression model to study the growth option impact on companies’ patenting behavior. To measure the tendency of companies’ acquiring options in new technology field, we used the instant probability (hazard rate) when companies acquired the second options in new technology field. The reason why we did this is that we can differentiate the patents acquired accidentally and those acquired strategically. So, we assume that when a company is to acquire the second patent in the new technology field, it tends to acquire the real options. As explanatory variables for patent behaviors, the scope of opportunity, prior experience and the impact of competition are used in this paper. The scope of opportunity is measured by the number of rights asked by that patent, as well as the number of technological fields that the patent is categorized into. Generally speaking, the tendency of acquiring growth option in a new technology field that mirrored by patent behavior and the scope of this opportunity are positively correlated. The prior experience can be measured by the following two indexes: the first is the company’s cumulative option amount in the field of medicine when it acquires the first option in the new technology field, and this is used to test to what degree the company pays attention to the utility of owned options; and the second is the company’s cumulative option amount in the fields excluding medicine when it acquires the first option in the new technology field, and this is another way test to what degree the company pays attention to the utility of owned options. We assume that the tendency of a company’s acquiring growth option in a new technology field and the competition environment in the industry are negatively correlated. The empirical analysis results reveals that: first, the tendency of a company’s using real options and the scope of the new technology’s application are positively correlated; second, the tendency of a company’s acquiring real option in a new technology field and its history investment in this new technology field are negatively correlated; however, this negatively correlated relationship does not mean they have no relationship. Thirdly, the tendency of a company’s acquiring real options in a new technology field and the competition state in this new technology field are positively correlated. That is to say, the amount of rivals and the patent that they hold have obvious impact on the company’s acquiring patent in the new technology field. Finally, similar to the research by Pololny & Stuart(1995), the rivals influence the company’s acquiring patents the most, then the prior investing experience, and then the scope of opportunity of the new technology","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125813024","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}

{"title":"A theoretical framework for linking technological and organizational innovation in the IT-based networked environment","authors":"Jingjiang Liu, J. Qian","doi":"10.1109/IEMC.2005.1559228","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559228","url":null,"abstract":"It is very vital for a firm to develop systemic management of innovation in order to maintain long-term and sustainable success in fast-changing global marketplace. Technological innovation and organizational innovation are highly interconnected. Organizational innovation is quite indispensable to the success of technological innovation. This paper defines organizational innovation as an integrative set of organizational structure, corporate culture and business process innovation, which links firm's technological innovation in order to enhance innovative performance. This paper further develops a theoretical framework for firm's linking technological and organizational innovation in the IT-based networked environment. Implications for theory and practice are presented.","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125884905","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}

{"title":"A framework approach to measure innovation maturity","authors":"Maruvada Narayana","doi":"10.1109/IEMC.2005.1559252","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559252","url":null,"abstract":"Innovation is central theme in mission statement of majority of knowledge economy organizations. It represents core renewal process in any organization. Competitive organizations innovate, continuously. But, how are they aware that they are improving enough? Three important phases arise when one look at an organization with respect to Innovation in its entirety, through a cluster of relationships: Long Term Strategy: Does organization take the strategy route? Innovation Phase: Is the organization learning with respect to Innovation management? Implementation: Are there effective implementation mechanisms? By no means these are exhaustive; however, the answers to such questions identify a number of ‘archetypes’ of innovation capability. This approach gives the possibility of a quick ‘snapshot’ to focus attention and create the commitment to improvement. Benchmarking can help learning in several waysin particular it offers a powerful motivator for change since unfavorable comparisons are hard to ignore. Perhaps the most valuable component of benchmarking is its use as a framework for structured review and reflection on how the organization currently performs. One such framework to benchmark software development processes is SEI’s CMM (Capability Maturity Model). This framework presents architecture of a five-step ladder to climb in order to reflect the improving capability maturity of the organization with respect to a process. This is achieved by stratifying key process areas and key performance indicators with different steps of the ladder. The framework approach is highly relevant to Innovation Management, too. This paper explains a framework approach measuring Innovation Process maturity modeled along the lines of capability maturity model (CMM) of the software development process.","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"127 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125310118","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}

{"title":"SEMAFOR: a framework for an extensible scenario management system","authors":"M. Jakob, F. Kaiser, H. Schwarz","doi":"10.1109/IEMC.2005.1559150","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559150","url":null,"abstract":"The development of successful new products and services in highly dynamic business environments has become an extremely difficult task. Innovation managers have to utilize a considerable amount of enterprise-internal and enterprise- external information to judge the potential of new products, services and technologies. Scenario management is a powerful instrument to face this problem. Scenarios represent an intuitive concept to comprehend complex present-day and future situations. The scenario technique is a method for building such scenarios. Assessments of future business environments relying on structured scenarios enable innovation managers to target lucrative market segments and to select promising product ideas. However, diverse enterprise-internal and enterprise-external resources have to be utilized to assist the scenario development process. Last but not least, existing methods are often extremely time-consuming and existing tools for scenario development fail to provide a comprehensive solution as they are limited to certain steps in fixed workflows. In this paper, we propose a modular web-based framework for the flexible and efficient development and handling of scenarios. Key aspects of our framework are module-based enterprise- specific workflows, the integration of distributed human resources into the scenario development process and diverse interfaces to enterprise-internal and enterprise-external information sources. The framework is based on self-contained software modules that cover important steps of the scenario management process. This modularity allows the easy supplementation of existing 'scenario technique' methods with newly developed methods that are incorporated into modules and can be combined in a flexible way to fit enterprise-specific requirements.","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"140 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116526603","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}

{"title":"Addressing some HRM issues to improve performance of cross-functional teams in concurrent engineering","authors":"M. Miller, T. Guimarães","doi":"10.1109/IEMC.2005.1559131","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559131","url":null,"abstract":"This study addresses some behavioral issues encountered by cross-functional teams within the context of the concurrent engineering approach to new product development. The conclusions are based on results from a three-year study supported by a grant from the National Science Foundation and the Air Force Manufacturing Technology Directorate (Man Tech). The research team started from the premise that product development costs might increase if the cross-functional teams utilized in concurrent engineering did not interact effectively. Based on previous cases, four major issues were identified for further study: (1) What is the nature of the relationship between the cross- functional teams and the functional managers in a concurrent engineering environment? (2) How does one effectively lead a cross- functional product development team? (3) How can one effectively motivate members of the cross-functional teams? (4) How can employees be trained to become effective cross-functional team participants? Three major companies, representing three different industries— automotive, airframe, and airborne electronics—agreed to serve as industrial partners in this study. Company employees were interviewed and provided insight into how the product development process worked in their companies, both before and after the adoption of concurrent engineering.","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"137 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122911612","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}

{"title":"Business complexity in US wholesale power market","authors":"T. Sueyoshi, G. R. Tadiparthi","doi":"10.1109/IEMC.2005.1559077","DOIUrl":"https://doi.org/10.1109/IEMC.2005.1559077","url":null,"abstract":"The US wholesale power market comprises a large commodity market. The growth in power trading is due to the ongoing deregulation policy of the electric power industry. Most of deregulation scenarios indicate a further separation of power production from transmission and retailing. The power production is opened to more competition. Unfortunately, the power trading mechanism is not clearly investigated in the level that we can predict a price change in the US wholesale power market. Such a price change in the US wholesale power market is investigated by an agent-based approach. Using the new intelligence approach, we investigate the bidding strategies of traders in the wholesale power market and examine how the price change occurs under different economic and engineering environments.","PeriodicalId":370967,"journal":{"name":"Proceedings. 2005 IEEE International Engineering Management Conference, 2005.","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114605803","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}