2008 IEEE International Engineering Management Conference最新文献_第3页

Using Life Cycle Assessment on environmental management projects: a case study of a Brazilian vehicle development 在环境管理项目中使用生命周期评估:巴西汽车开发案例研究

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4618015

C. A. D. Da Silva, P. Ferrão, M. Freitas, L. Rodrigues, D. E. Alves

引用次数: 1

A rating approach to the solutions of Istanbul traffic 伊斯坦布尔交通解决方案的评级方法

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4617955

Ayça Altay

引用次数: 3

About decentralized multilevel systems: A new system’s approach 关于分散的多层系统:一种新的系统方法

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4617956

C. Escobar-Toledo, C. García Aranda

引用次数: 0

Autonomous decentralized enterprise model ----A new wave in Web 2.0 type e-commerce in Japan 自主分散企业模式----日本Web 2.0型电子商务的新浪潮

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4618025

Feng Liu, M. Hirano, H. Niwano

{"title":"Autonomous decentralized enterprise model ----A new wave in Web 2.0 type e-commerce in Japan","authors":"Feng Liu, M. Hirano, H. Niwano","doi":"10.1109/IEMCE.2008.4618025","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4618025","url":null,"abstract":"Internet technology has brought many changes in the society. In the Web 2.0 era, the role of common customers in business has changed largely. Consumers have become more influential on sales or new item development by enterprises through Internet (weblogs dasiablogspsila, forums, personal web pages, wikis, podcasts, social bookmarks, RSS feeds and other forms of many-to-many publishing). In some extent, Web 2.0 facilitates the construction of the autonomous decentralized network ldquooutsiderdquo enterprises. This network is constituted by each autonomous customers and supplier. In this paper, we describe a new wave of organization model ldquoinsiderdquo enterprises. Yumenomachi Souzou Iinkai is one successful enterprise on Internet portal business in Japan. The companypsilas main manner of management is to respect the autonomy of the employees. Most of the current staffs have intention to be independent and initiate their own Internet business company in the future. The CEO, Ms. Nakamura, also has been encouraging their ambitions to grow the company as a virtual cluster of new Internet businesses owned by the current employees. The case indicates a new enterprise model based on an autonomous decentralized organization.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128230094","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}

引用次数: 2

Evolution and development of engineering management education in China 中国工程管理教育的演变与发展

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4618033

Dan Wang, Yi-qin Wang

引用次数: 3

The determination of factors underlying decision making process on quality improvement in technical education 技术教育质量改进决策过程中潜在因素的确定

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4618032

C. Gheorghe, D. Constantinescu, M. Covrig

引用次数: 4

Assessing project performance by measuring organizational impact. 通过测量组织影响来评估项目绩效。

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4618028

T. C. Papavramides, P. Aupee, J. Yttesen

{"title":"Assessing project performance by measuring organizational impact.","authors":"T. C. Papavramides, P. Aupee, J. Yttesen","doi":"10.1109/IEMCE.2008.4618028","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4618028","url":null,"abstract":"ldquoYou canpsilat manage it if you donpsilat measure itrdquo. Conventional project performance metrics including the foundation work of PMI and their ongoing contributions is mainly about achieving specified objectives at a given time and within an agreed budget. In our approach, we followed a different direction in estimating how project performance can affect positively or negatively organizational capacities and generate proportional organizational impact. This in turn can be used to assess project performance from a different perspective. To estimate the organizational impact, one needs to identify the respective organizational capacities impacted by the project, establish a measurement system and measure the difference on each capacity before project starts and after project ends. We present a novel approach according to which projects should be also evaluated for the positive or negative ldquoorganizational impactrdquo they create to both the performing and the recipient(s) organization(s). Our hypothesis is that apart from the classic financial gains or losses a project delivers, there is a further and deeper impact on the performing organization as well as to the recipient ones. We introduce this hypothesis and describe a framework to measure organizational impact created by a project in a study case. We finish with conclusions and suggestions for further research.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129122107","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}

引用次数: 1

An integrated market simulation model for the design of new products 新产品设计的集成市场仿真模型

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4617951

S. Tsafarakis, A. Doulamis, N. Matsatsinis

引用次数: 2

Do R&D and marketing departments perceive innovation fundamentals through the same lenses? 研发和营销部门是否通过同样的视角看待创新的基本原理?

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4617993

Andreia C. T. D. Pereira, J. Sequeira

{"title":"Do R&D and marketing departments perceive innovation fundamentals through the same lenses?","authors":"Andreia C. T. D. Pereira, J. Sequeira","doi":"10.1109/IEMCE.2008.4617993","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4617993","url":null,"abstract":"Todaypsilas competitive world, no matter what industry we are considering, has innovation as a key element for the survival and growth of firms. The product development process tends to be central to the sustainability of firms, emerging the need of top management and the different departments to focus on innovation and to perceive this same objective as a common path which has to be taken together. The literature stresses that Marketing and R&D, the leading departments on the innovation process within firms, have to work jointly to achieve the market success of the innovative product. Usually, this stream of the literature discusses the integration issue focusing essentially on the outcomes - failure/success factors of the innovation process - derived from the (lack of) integration between these departments. In the present paper we assess how close are the perceptions of these departments on the innovation process through the use of an innovation audit. To our knowledge, no study has used the innovation audit to assess the integration of Marketing and R&D departments. The study was applied to a set of key actors within the Marketing and R&D departments of a Portuguese beverage firm. Being a case study, due to the limitation of its sample, it evidences an actual divergence of global perceptions regarding to the firmpsilas innovation process and performance. These results highlights the need for departmentspsila integration not only on the outcomes, but they also indicate that a big effort should be employed in order to close perceptionpsilas gaps on Strategy, Process, Linkages, Learning and Organization, i.e. the fundamentals of innovation, namely by improving intra- and interdepartmental communication.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121400957","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}

引用次数: 0

Leadership: so easy even an engineer can do it! 领导力:如此简单，连工程师都能做到!

2008 IEEE International Engineering Management Conference Pub Date : 2008-06-28 DOI: 10.1109/IEMCE.2008.4618020

C. Polito, L. Martinich

引用次数: 7