December 17, 2001

Information and Communication Technology in the Arab World

M.Abdel Fattah Elazab Abstract At a time when the Arab world is in search of an appropriate technology, it is confronted with a technological giant, information and Communication Technology (ICT), which seems to be areas of human activity in the developed nations. In ICT the latest happens to be the most suitable technology. The author believes that the developing nations will be involved in repeated Technology Transfer from the developed nations in these areas. On the other hand, there are options, opportunities and difficulties. GSTE.PDF

December 17, 2001

Technology Transfer Through Small Networking Groups

John M. Amos and Harold Tubbs Abstract To achieve effective technology transfers among manufacturing companies within the state of Missouri, the University of Missouri Outreach and Extension faculty has organized networking groups throughout the state. These groups, which are made up of manufacturing business owners, CEOs, and plant managers, began simply as forums for exchanging ideas on a wide variety of topics such as improved environmental practices, production operations, employee relations, and employment issues. As the networks develop, the topics of the network become more technical. The discussion topics, ideas and practices that can be taken back to each individual company and applied. GSTDD.PDF

December 17, 2001

Why don't Technology Managers Want our Knowledge?

Alan Porter, Nils Newman, Robert Watts, Cherie Courseault, Webb Myers, Elmer Yglesias Abstract Rich information resources are amenable to mining for competitive technological intelligence. Yet managers presently underutilize this resource. We explore why this is, propose solutions, and forecast a transition to widespread acceptance by 2010. Keywords: competitive technological intelligence, innovation indicators, bibliometrics, knowledge discovery in databases (KDD), information products, information utilization, textual data mining, technology opportunities analysis GSTD.PDF

December 17, 2001

Optimising Product Value Chains

Léger, P.-M., P. Hadaya, É. Lefebvre and R. Gauthier-Ouellet Abstract This paper illustrates how Nokia, the well-known Finish multinational, rides on three major competitive forces, namely the predominance of knowledge&endash;based activities, an increasing propensity for velocity and the creation of unique value for specific final customers. This is investigated with respect to the mobile phones which represents a particularly successful product familly for the company. Strategic actions undertaken by Nokia will shape, at least to certain extent, the future of wireless devices. GSTCC.PDF

December 17, 2001

Managing the Techno-Organizational Usage Innovation: The Case of EDMS1 and Workflow

Pascal Jollivet Abstract Industries of ICT are characterised by a particularly high level of uncertainty concerning future demand of the innovations produced. The uncertainty concerning "relevant" usages of the technological principle used in the innovation plays here a central role. The history of ICT innovations shows in fact recurrent gaps between usages initially projected by companies and usages actually "developed" after. We analyse this gap as a sign of a generally neglected production: the production of usage of a new technical object. The analysis of this production gives an interesting lighting on three contemporary issues in the economics of innovation: a) the socialisation of innovation (among which, the co-production of innovation between user and producer); b) the interdependency and simultaneity of innovation types (technological, organisational, and service); and c) the productivity paradox. We propose in this paper to analyze some implications of these points for the management of technological innovation, to present an analytical model of management of techno-organizational usage innovation, including original results from a field research to which we took part. These features set up at least three management problems: a) the co-production of innovation with the user-client company, raising the problem of cooperation with users - among which the construction of shared semantics - and its organization; b) the "global" (technological, organisational, and service) innovation projects, raising the problem of possible need of additional complementary competencies for the "technology" company; c) the variability of performance and competitive advantages induced by ICT investment programs. This is linked not only to the complementarity of innovation types, but also to the capability of the client company, including its organizational and cultural identity. We attempt to answer these problems with an analytical model and methodology concerning the adoption of innovation by the user-client, and its capability to co-produce the innovation. We will conclude this analysis by the presentation of the case of EDMS Information Technology, stemmed from an in depth qualitative and quantitative interview program, on the capability of adoption of some major French companies. GSTC.PDF

December 17, 2001

Fast-Start Technology Roadmapping

R Phaal, CJP Farrukh and DR Probert Abstract Technology is an important strategic asset for many firms, and there is an increasing need to include technological considerations in strategy and planning processes. However, establishing and communicating the linkages between technology resources and company objectives presents a continuing challenge for many organisations. Technology roadmapping is a technique that has the potential to support technology strategy and planning. Such maps can take various specific forms, but generally comprise a time-based chart linking technology developments to future product and market requirements. The method has been successfully applied in a number of industrial contexts; however, initiating and maintaining the method on an ongoing basis can be difficult. This paper describes the development and application of a process for supporting the rapid initiation of technology roadmapping in manufacturing firms. The 'start-up' process comprises a series of facilitated workshops that bring together various functions in the business, including technology and marketing. The process supports understanding and communication of the relationships between market and business requirements, product and service concepts, and technological solutions. The approach encourages learning and staff involvement, and identifies key knowledge gaps, enabling a company-specific roadmapping process to be initiated quickly. In addition, theoretical aspects of technology roadmapping are discussed, in the context of managing technological knowledge. Keywords: Technology roadmapping; technology planning; technology strategy. GSTBB.PDF

December 17, 2001

Routines and the Problem to Create Learning Capabilities José Javier Aguilar-Zambrano

José Javier Aguilar-Zambrano Pontificia Universidad Javeriana Abstract The concept of routines has been developed in different ways and depends on different conceptual frameworks. Fundamental elements within an organisational study of routines include: cognitive learning, patterns of learning, responsibility distributed across an organisation, explicit policies and procedures, physical artefacts and arrangements, and social and political factors (governance and control). The paper begins with an overview of the frameworks from which patterns of action have evolved. Secondly, it stresses the concepts of patterns of action, competencies, dynamic capabilities, and some concepts about evolutionary theory which are relevant to patterns of action especially for innovation process. After that, the relation between behavioural and representative patterns of action is discussed. This is followed by a look at the concept and characteristics of routines and their role in an organisation, especifically the problem of organizational learning and innovation management. GSTAA.PDF

December 17, 2001

The Non-Technological Side of Technological Innovation: State-Of-The-Art and Further Empirical Research

Ana María Barañano Abstract Technological progress leads to economic development by raising firms' productivity and this creates better quality of life for everyone. However, investment in technology does not always reach the expected level of productivity and quality of life. A main reason why technological investment has failed is the current trend of overlooking the fact that well organised human resources are a major requirement in obtaining the highest profit from the potential of technology. Thus, technological and organizational innovation must go hand in hand (IMIT, 1996). Although the Oslo Manual (OECD, 1997) recognises both the importance of the organisational dimension of technological innovation and that technological change and organisational change are closely inter-connected, it exclusively approaches technological innovation. In addition, the Oslo Manual qualifies organisational and managerial innovations as a complex topic, and it strongly recommends the creation of indexes to assess non-technological innovations, in order to include them in the next-years studies. Given both the widely recognised importance of the organisational dimension of innovation, and the need for more detailed research into this topic, this study is an attempt to contribute to knowledge of it. This paper reviews the literature related to three relevant and interconnected topics: (i) Factors for the success of technological innovation; (ii) Features of the innovative organisation, and (iii) Organisational innovation. The knowledge produced by previous studies on those three topics is the starting point to characterise the innovative organisation. Then, and following the recommendation of the Oslo Manual, we propose empirical research. The objective will be to assess the organizational and managerial factors which characterize the most innovative organizations and to identify feasible paths to embody them. This objective will have four specific elements: (i) Mechanisms used by firms under innovation to ensure the characteristics that distinguish innovative organizations; (ii) Impacts, i.e., development of indicators to assess the contribution of those mechanisms to the success of firms when launching technological innovations; (iii) Paths followed by successful firms under innovation for implementing the previously identified mechanisms; and (iv) Contingency approach, i.e., the circumstances in which each path should be followed, and especially the obstacles to overcome, will be identified. In doing so, we assume that the previously identified paths should never be indiscriminately applied. Thus, the results of proposed research will provide a better understanding of organizational and managerial factors, which should work together to create and reinforce the kind of environment that enables technological innovation to succeed. Keyword: Factors for success of technological innovation - Innovative organization &endash; Nontechnological innovation - Organizational innovation GSTA.PDF

December 17, 2001

Impact of Information Technology on the Third Millennium Managers

Muzaffar A. Shaikh, Ph.D. Abstract This paper examines how management style will or should change as the information technology (IT) becomes embedded within the corporate management structure. New challenges resulting from IT and skills required by responsible managers to face these challenges are presented. It is emphasized in the paper that today's manager including top executives must possess at least working knowledge of certain software tools to assist them with data and facts oriented decisions. The decade beyond the beginning of the Third Millennium will witness significant reduction in layers of management due to the availability of easy to use software, hardware, and easy access Internet, Intranets, and Extranets. Firms with foresight into and commitment to optimally using IT will be in a position to reduce product and service costs and schedules. If firms and their key managers shy away from incorporating IT into their functions, especially those related to production and operation of whatever products or services they offer, they may not survive. Keyword: Information Technology, Collaborative Systems, Internet, Intranet, Extranet, Software Tools. GSFD.PDF

December 17, 2001

Technological Management: Obstacles to Growth of New Technology-Based Enterprises

Richard N. Cardozo Abstract Most new businesses based on new technology start small and stay small. The lack of growth of these businesses limits the diffusion throughout society of the benefits of new technology, and incurs opportunity losses for inventors, investors, potential employees and other stakeholders. The small percentage of new businesses that exhibit dramatic growth account for almost all of the wealth created by new businesses. If newly formed businesses based on new technology could be encouraged to grow, significant social and economic benefits could result. In order to gain these benefits, we need first to identify barriers that impede growth, so that we might find ways to over come those obstacles. Examination of cases and interviews with more than 100 entrepreneurs and those who financed new technology-based ventures revealed seven principal obstacles to growth: (1) lack of vision for the business, (2) objectives and risk preferences of startup teams, (3) difficulty of identifying a "right" size for the business, (4) inappropriate timing of growth, (5) trying to grow too quickly or too slowly, (6) inappropriate product-market choices for growth, and (7) inability to assemble and deploy intellectual , human and financial resources effectively. Data suggested ways that each obstacle might be overcome, and implied both action guidelines for those involved in new technology-based businesses and direction for researchers. GSFA.PDF

December 17, 2001

Technological Management: A Tentative Research Agenda

Jean-Jacques Chanaron, Dominique Jolly and Klas Soderquist Abstract This paper develops our vision of Technological Management through thedevelopment of a tentative research agenda. Technology is not only considered as an asset or a capability, but also as an integral factor that has an impact on all management disciplines. Through the existing literature, business schools' research programs and the contribution of key academics we identify central topics for further research on the interface between technology and the following management disciplines: finance, accounting/control, human resource management/organisational behaviour, marketing, and operations management. Keyword: management of technology, technological management, impact of technology on management, management of technology intensive firms, systems analysis. GSFB.PDF

December 5, 2001

Thinking Organization

Ali E. Akgün Gary S. Lynn Wesley J. Howe School of Technology Management, Stevens Institute of Technology Abstract Organizational learning is vital for companies to survive. Many scholars and practitioners emphasized that organizational learning is important for competitiveness of companies. However, under some conditions, learning may be insufficient for companies to get competitive power. Companies should think as well as learn to be more competitive. In this conceptual review paper, we tried to emphasize the importance of thinking in organizations. We also tried to explain how thinking organizations can be created and improved. Keyword: Learning Organization, Thinking, Improvisation, Cognition, Memory. 155C.PDF

December 5, 2001

A Tale of Knowledge Creation and Knowledge Destruction

José Cláudio Cyrineu Terra, Ph.D University of São Paulo, Brazil Abstract This is a case study of a new product development team in one of the largest companies in Brazil competing in a high-tech market. The first part of this study is about knowedge creation. A team with relevant and complementary backgrounds was formed. Team members were highly motivated by the challenge they faced. They understood the importance of having guiding shared values and very quickly managed to create an open playing-field where information could be shared and knowledge created. The second part is about knowledge destruction. Less than one year after the team was formed, most of its original members had left the company. A great deal of individual and collective tacit knowledge disapeared. The projects slowed significantly, moving bureaucratically and with fewer tangible results. What went wrong? To answer these questions, three aspects were examined: the relationship between the team and the rest of the organization; the team's leadeship, communication and decision-making problems; physical layout; values of the organization; budgeting practices; etc. This study shows how the challenges involved in the creation of "Knowledge Creating Companies" may be an insurmountable endeavour for most firms. The issue of changing the management practices that led to successes in the past and resulted in the current established power bases needs to be addressed. This case study highlights the fact that most medium and large-size companies created in the "Industrial Era" will have to reinvent themselves in order to survive in the "Knowledge Era". Keywords: Knowledge Management, Teams, Learning Organizations, Organizations 155B.PDF

December 5, 2001

Knowledge Management: Conceptual Aspects and an Exploratory Study on the Practices of Brazilian Companies

José Cláudio Cyrineu Terra, Ph.D University of São Paulo, Brazil Abstract This paper discusses various managerial practices that constitute Knowledge Management and makes an exploratory evaluation of these elements within the context of companies active in Brasil. The best managerial practices identified are used to effect field research with 587 managers of large and medium-sized companies active in Brazil. The answers indicate the existence of three clusters of companies: the Companies that Learn; The Traditional Companies and The Small Laggards. The conclusions of this thesis suggest that the management practices which are related to effective Knowledge Management are strongly associated with better business performance. Keywords: Knowledge Management, Creativity, Learning Organizations, Performance 155A.PDF

December 5, 2001

International Technology And Knowledge Transfer In Service Enterprises: The Case of Hotel Services in Latin America

Mariano Nieto Antolín José-Ángel Miguel Dávila Roberto Fernández Gago Faculty of Economics and Business Administration, University of Leon, Spain Abstract According to recent theories on the internationalization of firms (the resource-based view and evolutionary theory), a multinational corporation can be thought of as a network of flows of products, capital and knowledge among its different units. Particular attention has been paid to knowledge transfer, since it is generally assumed that competition is nowadays based on intangibles. There is abundant literature and many research studies regarding the conditions and goals of such knowledge transfers (Kogut and Zander, 1992, 1995; Nonaka and Takeuchi, 1995). In particular, there are very significant publications that analyze (a) the type of technology being transferred and (b) the mechanisms for transferring it. However, it is difficult to find studies analyzing the relationship between technology and knowledge characteristics in the field of hotel services. This will be the main focus of this paper, applying to hotel investment projects in Latin America. The great increase in tourism has encouraged various managerial groups to establish new investment projects in Latin America over the last decade. This effect is especially noteworthy in Cuba, where international technology and knowledge transfer seems not to have posed any problem to Spanish hotel enterprises, which have found it an ideal location within their global expansion policy. This paper will begin with a review of the literature concerning knowledge transfers and their application to hotel services. After this overview, consideration will be given to those projects intended to establish new hotel services and/or to manage existing hotels, and also to knowledge transfer in co-operation agreements between government and enterprises. Keywords : Knowledge management, hotel investment, knowledge transfer. 154D.PDF

November 22, 2001

Conceptualising the Innovation Process to Fit Virtual Reality

Jeff Butler Abstract We understand and manage innovation activities, implicitly or explicitly, using conceptual models of the ways in which knowledge is combined and resources need to be organised. These models (of the innovation process) have evolved over more than three decades as a result of innovation studies looking more deeply and carefully at the range of situations where innovation is possible, and as a result of changes in the ways in which business and other organisations must operate. We have become more sophisticated in our approaches to innovation, and the recent emphasis on 'knowledge management' is perhaps a consequence of this. We now refer to five generations of innovation and R&D management models. There are other tools and concepts to identify and plan the optimum level or type of innovation for particular circumstances and to help manage projects so as to encourage creativity, meet design specifications, control risks and maintain costs and schedules. Better knowledge management can influence the balance between these factors and the overall likelihood of success. As technology has progressed we have discovered new innovation challenges and have often needed to become more multi-disciplinary. We have also acquired new R&D and innovation management support tools such as computer-aided design, rapid-prototyping, videoconferencing and web-based tools for information retrieval. Technology has facilitated the development of virtual organisations and collaborative networks. Now virtual reality (VR) technology is emerging and is finding useful and commercially viable applications. The paper will focus on its significance for innovation management. VR has a wide variety of potential applications but many applications are not yet fully recognised. It is most obviously useful in the visualisation of proposed products and processes. It can enhance CAD and can complement or replace physical prototypes. It can extend the capability of simulation techniques and interpret and present complex data in a user-friendly format. It can create 'virtual worlds' or 'synthetic environments' which will allow innovative proposals to be tested and which will permit alternative scenarios to be generated. Thus it can significantly influence the direction of innovation as well as the efficiency and effectiveness of innovation. Less obviously, VR can be used in project management, business process engineering, market research, ergonomics, creative problem solving, education and entertainment, teleconferencing and knowledge management. VR technology is becoming less expensive and is diffusing and evolving rapidly. It will be a challenge to companies to recognise and grasp the innovation opportunities that are offered by the increasing availability of VR technologies in its various forms; there is ample scope for researchers to learn and advise managers more effectively about these opportunities. It is also a challenge to researchers to consider if and how our understanding of the innovation process might be further enhanced by VR. By studying the impact of VR on innovation activities and innovation potential we can continue to learn how knowledge is generated, accessed and combined within the innovation process and by using VR we will be able to interpret and present more effectively our conceptual models of these processes. Hence, VR could lead to a new model of innovation management. 154C.PDF

November 22, 2001

Knowledge Management Systems Assessment: a Conceptual Framework and a Methodological Proposal

Mario L Vasquez, Carlos F. Gomez, Ana M. Lopez, Jorge Robledo Abstract Modern management has discovered in knowledge a never ending source of wealth and competitive advantage for organisations. Nevertheless, for this to be as effective as it promises, a sound conceptual framework and good methodologies for Knowledge Management (KM) are needed. This paper addresses these two critical aspects of KM, focusing on the assessment function of a KM System (KMS). The paper starts describing the conceptual approach adopted, and then continues presenting the methodology proposed, aiming at obtaining a comprehensive profile of a KMS to assess the maturity level of the system. A clear differentiation of system management and operational functions is introduced, to produce a set of indicators that clearly identifies system's critical resources and functions. These indicators are regarded as key information to start an improvement process of the KMS. The methodological proposal is based on a conceptual model which articulates three theoretical contributions: the feedbacked management cycle inspired in organisational cybernetics; the classification of technological resources suggested by the UN &endash; ESCAP; and the Capability Maturity Model (CMM) developed by the Software Engineering Institute at Carnegie- Mellon University. The second part of the paper presents and discusses the results of a field test of the methodology, carried out in a planning unit of a local energy business. The results, although preliminary, show that the proposed methodology is capable of producing a comprehensive profile and a helpful assessment of the KMS, identifying critical aspects of its resources and KM functions, and thus providing useful insights on where and how to proceed with a KM improvement plan. Keywords: Knowledge Management, Knowledge Management Systems, Measurement, Organisational Measurement, Knowledge Management Measurement, Knowledge Management Systems Assessment 153C.PDF

November 22, 2001

Knowledge Management - an Approach Tailored to Knowledge-based Organizations

Roy Page-Shipp Abstract The focus of much of the current development in Knowledge Management is on extracting knowledge from the normal operations of the organization. This may take the form of a range of actions, from intelligent analysis of the processing of a large number of transactions, to careful documentation of project experiences for re-use. The well known Create - Capture - Organize - Access - Use cycle is employed to 'manage' the knowledge. But in knowledge-based organizations the creation of new knowledge, or its conversion into technology in the innovation cycle, is the core business of the organization. In principle, one could employ the above cycle in such organizations, but in practice the jump is often directly from Create to Use. The 'within-and-between minds' knowledge, while being the most precious organizational asset, staunchly resists the Capture - Organize - Access stages. A different approach is required. Against this rationale, the paper explores the issues particularly relevant to knowledge management in knowledge-based organizations, based on experience in the CSIR (the "National Technology Lab") in South Africa. These include: The implications of the trend from knowledge generation in Mode 1 to Mode 2 Obstacles to knowledge capture, including protectiveness towards personal Intellectual Property A value proposition for an innovation business Promoting the identification of existing tacit knowledge and its re-use to improve efficiency It is concluded that the most precious and current knowledge is "within and between ' the minds of knowledge workers. A programme is in hand to put project leaders in touch with this knowledge by following the 'traces' of this knowledge to be found in the explicit digital records made in the course of normal business in the organization. Keywords: Knowledge management, 'within and between minds' knowledge, knowledge-based organizations 153B.PDF

November 22, 2001

Capturing Knowledge Within a Competence

Anders Paarup Nielsen Abstract Departing from a knowledge-based model of a competence this paper will address how the different types of knowledge within a competence can be captured and analyzed. The paper adopts a knowledge-based view of competencies and a competence is perceived as composed of three different types of knowledge. The paper then progress by describing a number of problems that emerged from using the knowledge-based view in connection with competence analysis. These problems are primarily related to the tacitness of the knowledge making verbal descriptions insufficient. To address these problems a model is developed that can capture the relations between the different types of knowledge and the need the competence is fulfilling. The final parts of the paper discuss the use of the model in connection with the company's competence development activities. The paper progress by outlining a number of different situations in a company's competence development &endash; each situation departing from the relation between changes in the different types of knowledge. Keywords: Competence analysis and development, Knowledge Management, Technology Management 152A.PDF

November 14, 2001

Main Challenges of Knowledge Management: Telecommunications Sector as an Example

K-M. Blomqvist, K. Kyläheiko Abstract This paper deals with the issues of profiting from mutual interfirm and partnership formation between large incumbent firms and small spezialized suppliers. We emphasize the nature of knowledge relevant for partnerships decisions. A dynamized transaction cost economics model is launched in order to grasp the issue of profiting from partnership. In order to be able to analyze also the value-creating aspects the basic model is extended by introducing the main determinants of transaction/network benefits as well. Finally, the implications of our model are scrutinized in the field of telecommunications in Finland. Keywords: knowledge management, transaction costs, dynamic capabilities, partnerships 151D.PDF

November 14, 2001

Implicitly Managing the Implicit: The Practice of Knowledge Management

Dirk de Wit, Marleen Huysman Abstract Introducing knowledge management in an organization often interferes with existing practices of knowledge sharing. Especially in R&D environments knowledge management initiatives seem to encounter normal practice. This paper will report about an empirical study that focuses on actual experiences with knowledge management initiatives. In this study thirteen large companies that engage in knowledge management participated. In analyzing the data, we pose five basic research questions: who's knowledge is managed, what knowledge is managed, when is knowledge managed, and why is knowledge managed and where is knowledge managed? This explorative research results in the identification of four possible traps in which organizations might fall when introducing knowledge management. The paper concludes with the general observation that problems with knowledge management are not so much related to workers resentments to share knowledge but more with the way knowledge sharing tends to be managed. Tentatively we urge for the implicit management of implicit knowledge. 151A.PDF

November 14, 2001

Innovative and Entrepreneurial Approach in Chemical Engineering Education

Alan Garcia, Carlos Estrada Abstract The need for chemical engineers of a new kind with wider knowledge in management, assertive and entrepreneurial has become a reality for Mexico. One can see increasing difficulties in obtaining a job or demands to deal with personnel and teamwork problem solving. Chemical Engineering faculty members in 1996 integrated two last semester courses: Chemical Plant Design and Project Management and Evaluation so that students could develop a single engineering and economics team project integrating knowledge and abilities, developing negotiation and decision making skills. Through the four-year time frame this effort initiated with students selecting ideas mostly from a pool provided by faculty and local businesses that had displaced to selecting mainly their own business ideas. This method has worked providing close to real life consulting. Finally these projects have been well received by firms searching for fresh solutions and local business people aiming to help potential entrepreneurs. Keywords: higher education, engineering education, project management, interdisciplinary, entrepreneurship. 142D.PDF

November 14, 2001

Distance Education: An Assessment of Its Effectiveness

David Lewis Abstract Distance Learning (DL) education is defined as a planned teaching and learning experience that uses a wide spectrum of technologies to reach learners at a distance and is designed to encourage learner interaction (Filipczak, B., 1994).. The developments in telecommunications already available or currently under development will result in a useful and friendly workstation in every home within the next 10 years (Daniel P., 1995). "The implications for education and training are immense; learning can be independent of time and place, and available at all stages of person's life. The learning context will be technologically rich. Learners will have access not only to a wide range of media, but also to a wide range of sources of education" (Bates A., 1993). Peterson's 1999 catalog of Distance Learning lists hundreds of institutions that offer distance learning classes and programs (Peterson, 1999). Much has been written about the types of distance education available, the richness of the media, new commercial products available, and personal testimonials of the experiences of individuals. However, much less has been written about the effectiveness of distance learning technologies. This is becoming increasingly important as more and more institutions are offering classes which do not have a set number of contact hours, and schools have to consider what courses should be transferable and what criteria must be met to satisfy accreditation. This paper will address the question of effectiveness. It will focus on the newest format in which distance learning takes place, over the Internet. For the purposes of this paper, the following terms are synonymous: Internet based education, cybereducation and virtual education. None of these terms has been universally accepted by the distance learning establishment. This paper includes an in-depth review of the literature and questionnaire data retrieved from the directors of distance education programs Keywords : distance education, assessment tools 142B.PDF

November 7, 2001

Technology Management in Lund: A Multi-disciplinary Master's Program

Sörgärde, Nadja, Ph.D.; Nilsson, Carl-Henric Abstract The management and development of high-technological industries demand skills in engineering as well as management. A new academic Master's program - Technology Management in Lund &endash; is described, in which Technology and Management are integrated in three dimensions: curricula, students and teachers. The program has been developed in cooperation between The School of Management and Economics and The Lund Institute of Technology, both part of Lund University. The Technology Management program is unique in several ways; it involves not merely the question of teaching engineers business skills and vice versa, but integrating these fields of knowledge into a single entity in a Master's program. The purpose of the Technology Management program is to provide students with knowledge and skills in management and the development of high-technology industries, high technology bearing upon the product itself or the production process. The program started in 1997 and the first intake of 27 students graduated in June 1999. In this paper the experiences of the students, teachers and companies involved in the program are described and analyzed. Conclusions and suggestions for other universities interested in implementing similar programs are presented. Keywords: Technology Management, Multi-disciplinary, Education, Project Management, Teamwork, Leadership, Live Case 141C.PDF

November 7, 2001

Value Management: A Methodology To Lead The Change In A Training Pedagogical Organization

Laure Morel, Associate Professor; Martine Tani, Associate Professor; Claudine Guidat, Professor Abstract To develop its capacities of innovation, an organization cannot be limited to the development of knowledge and competence of the individuals who make it up. It must also evolve, move and learn. This new perception of its role is not registered in its nature. It is a new state of mind, which must be developed and requires an adapted methodology. Thus, through the particular context of experimentation of an engineering school dedicated to the education and training of individuals capable of bringing innovation to industry - "product target", our work is try to answer: • How can we define "the ideal organization" adapted to such a training? • What types of organization and management should we implement to allow the development of this "ideal organization"? • In the development of "target product", what will be the evolutions to conduct, as far as the roles of the different actors-speakers is concerned (that is to, say the teachers, the researchers, the administrative staff and the different external partners)? We will show how the answers to these questions can lead to the proposal of an Integrated approach to Innovation. Keywords: Innovation, Value management, change 141B.PDF

November 7, 2001

MOT Education in Developing Countries: A Case Study from the Gulf States

O.A. El-Kholy, Director, Arabian Gulf University Abstract The Technology Management Program in the Graduate School of the Arabian Gulf University in Bahrain is the only full-time MOT educational program in the whole of the Arab World. Through its ten years of existence in the unfamiliar and unprecedented environment of a "regional" university, it had a rather chequered career that provides a number of useful lessons for similar endeavors in which interest is growing in the Region and various higher education institutions are contemplating establishing MOT courses or programme. This report attempts a critical review of the development of this unique program. It deals in particular with interactions of a number of critical factors: mission and objectives, modes of operation, curriculum development, recruiting faculty, and quality of student intake and links with other institutions and with the business community. The impact of the socio-cultural background on the development of this program will next be analysed, as an introduction to the metamorphosis the program has to go through to address the needs of the Gulf states as they move into a global environment that calls for drastic and painful changes in long-established patterns of thinking and action. 141A.PDF

October 25, 2001

Technology Assessment in the Manufacturing Enterprise: A Holistic Approach

Marthinus W Pretorius Abstract Modern technology plays a key role in the ability of manufacturing enterprises to be productive and competitive. Today, most companies accept the fact that they must acquire relevant technology to strengthen their technological capabilities and core competencies. The task of management however, is to implement and exploit technology in all facets of business and not only as isolated technology islands within the enterprise. The question is how the holistic impact of new technology on productivity and competitiveness can be assessed and optimised. This paper investigates the use of an enterprise-based model to assess the impact of new technology on the productivity and competitiveness of manufacturing enterprises, from a holistic point of view. The business lifecycle, basic manufacturing enterprise functions and organization hierarchical structure are considered important parameters for the analyst to do a holistic assessment of new technology. The impact of technology on the enterprise can be mapped by using these parameters through the interaction of the various types of processes within the business. The holistic assessment framework is an additional audit tool to be used in the technological assessment process and not a replacement for conventional capability audit techniques. Typical examples of the holistic assessment process are discussed, including both focussed and integrated technology applications. It is also discussed how the results of the assessment can be used as input to the development of technology growth strategies for smaller and larger companies. Keywords: Technology assessment; Manufacturing technology; Management of technology; Technology strategy; Assessment frameworks. 134A.PDF

October 25, 2001

A Management Framework for Process Control and Capability in the Presence of Autocorrelation

Daniel J. Zalewski, Edward F. Mykytka Abstract The most commonly used tools for managing manufacturing quality and productivity - control charts - are designed to maintain a process in a state of statistical control, which implies that product variation is at a minimum and due solely to a constant system of chance causes. This, in turn, ensures that the product is as consistent as possible and, in a well-designed system, is capable of meeting or exceeding specifications. Standard control charts, however, are founded on the intuitive assumption that successive measurements taken on an in-control process behave as a sequence of independent and identically distributed random variables. While this may be true for traditional discrete-part manufacturing systems wherein measurements are taken infrequently, it is likely not true for continuous-flow systems or for modern discrete-part environments with fast production rates, highly interconnected processes, and automatic measurement systems. Measurements taken within these latter environments are often highly autocorrelated and, if this dependence is ignored, can render standard control charts and process capability analyses invalid. Even when accounted for, the autocorrelation between measurements can lead to incomplete or misleading assessments of process capability and control. To overcome these shortcomings, we extend the existing definitions of common and special cause variation to explicitly, and more intuitively, account for the variation induced by autocorrelation and propose a new management framework for monitoring process capability rather than statistical control. We differentiate between short-term and long-term capability and briefly demonstrate an implementation of this framework. Keywords: Autocorrelation, Control Charts, Process Capability, Statistical Process Control, Time Series Models 133A.PDF

October 25, 2001

Managing Technological Change: The Case of Iron and Steel Manufacturing in India

P. K. De, Dean Abstract Iron and steel making in India is a history of more than 125 years. For an overall growth of Indian economy, which is emerging as a prominent Rapidly Industrialised Country (RIC), managing the technological change in iron and steel making is very much essential, particularly in the wake of ongoing economic liberalization since 1991. While India has a large deposit of iron ore, a low-cost labour force, a highly-qualified technical manpower, and a geographically advantageous location in South Asia, it could not manage the technological change effectively. It was not able to generate the desired thrust to become technologically competitive in the global scenario. The paper critically analyses the reasons why India could not cope with the technological change satisfactorily in the field of iron and steel making. The study has been concentrated on the period after India acquired independence in 1947. It highlights how various factors like the governmental control, licensing policies, pricing policies, export-import policies affected the growth. It examines the limitations of adopting advanced iron and steel manufacturing technology in India. It also discusses the impact of socio-economic conditions of India on the technological advancement in this field. Suggestions are also given as to how the Indian iron and steel manufacturing industry can be rejuvenated for the country's growth during the economic reform process. Keywords: Industrial innovation, Technological change, Manufacturing systems, India   132B.PDF

October 18, 2001

Design Of Parametric Modelling Systems

R. N. Ibrahim, S. J. Boardman Abstract This paper describes a parametric system for Computer Aided Manufacturing (CAM). Existing parametric systems enable the development of simple Graphical User Interfaces (GUIs) for generation of parametric models. They do so at the expense of model generation flexibility, ease of entity parameter modification and non-declaration of entity relationships. Functional modelling (FM) allows unrestricted modelling by developing models using mathematical functions. The functions candirectly refer to any point or attribute of any entity in the model. Relationships are automatically defined by dependent point structures and entity mathematical function declarations, eliminating the need for additional relationship. The paper also details the structure of entity relationships in a parametric system. In addition the structure of Multilayered Entity Relationship Matrices (MERM) which ensure relationship integrity and a method for developing parametric systems based on the MERM structure are defined. This paper details the theoretical system design 131C.PDF

October 18, 2001

The Maintenance and Integrity of Thick Walled Pressure Vessels by Using Temper Bead Welding Technique

R.N. Ibrahim, T. Shehata Abstract This paper investigates the Temper Bead welding (TBW) technique using the Flux Cored Arc Welding (FCAW) process. The FCAW process increases productivity, improves welding efficiency and provides a more cost-effective method of Temper Bead Welding (TBW) repairs compared with the other commonly used TBW techniques such as manual metal arc welding (MMAW) and gas metal arc welding (GMAW) which use solid wire. An automatic welding rig was created so that the TBW process could be tested using flux cored wire under different conditions. An experimental investigation was conducted to find the optimal welding parameters of the TBW using FCAW. This experimental investigation was done in order to provide the desired mechanical properties and microstructures without Post- Welding Heat Treatment (PWHT). Due to the difficulties encountered in the determination of residual stresses, the weld penetration depth into the base material was used as a guide to control residual stresses. In this study, analytical solution was used to support the use of TBW to repair damaged structures. This solution was based on statistical and experimental data. These data were used to establish the relationships between the technological parameters of TBW and the factors responsible for the quality of the required structure. Keywords: Temper bead welding, Flux cored arc welding, Solid wires, Post welding heat treatment, Manual metal arc welding, Gas metal arc welding and Penetration 131B.PDF

October 18, 2001

Advanced Feature Extraction and Recognition from Boundary Representation Models

McCormack, AIbrahim, R.N Abstract The function modeler presented in this paper was designed to extract product features for automatic process selection in applications most suited to vertical milling. This modeler works on principles of Boundary Representation (B-Rep), specifically Euler formula and Attributed Adjacency Graphs, and Constructive/De-Constructive Solid Geometry (CSG) modelling. Variations of the Adjacency Matrix and unique feature identification principles allow for the inclusion of interacting features. The product CAD data that is used within these principles is obtained from a neutral STEP file format, ensuring its compatibility amongst existing CAD programs. A recursive checking method, utilising volume decomposition of a CSG model, is employed to ensure that a valid product model is developed. Keywords: Feature Extraction, Boundary Representation, Attributed Adjacency, Process Planning 131A.PDF

October 18, 2001

Intelligent Life On Earth, The Pros And Cons

Robert A. Schultz Abstract Is there intelligent life on other planets? This question usually supposes that there is intelligent life on earth, and that this intelligent life is us. Is this so? We think of intelligence in a life form as a high degree of consciousness of its environment and a great deal of ability to make changes in that environment on the basis of its consciousness. No one could deny that human beings have made, and continue to make, sweeping changes in the environment of earth. The development of powerful tools to master the environment continues apace through science and technology. Science, technology, and especially information technology have contributed to the amazing growth of consciousness of the past 500 years or so. Yet are we conscious enough? The non-intelligent aspects of human control of the environment are those which threaten the existence of the ecosystem. After discussing a number of these threats, I attempt to state what is and is not intelligent in dealing with these problems, and the ways in which technology, and especially information technology, can move in an intelligent direction. Information technology, above all, has the potential to contribute to the increase in consciousness. Yet it can just as easily enable questionable applications of technology which further our extinction as a species. I want to examine, from the point of view of an intelligent species as defined above, what our responsibilities as managers of technology are. Keywords: Intelligence technology "information technology" ecosystem 125C.PDF

October 11, 2001

Personal Losses and Bereavement in Technological and Organizational Changes

Ana Maria Roux Valentini Coelho Cesar Abstract This work deals with the application of the complicated mourning as a tool for the analysis of the symbolic losses experienced by Brazilian bank employees after the implementation of a restructuring plan that had as one of its main actions technology and business policy changes. A questionnaire was developed to evaluate the existence of bereavement traits among employees that underwent change situations based on a ethological approach for conceptualizing personal losses and mourning processes. The purpose was to consider both psychological and biological aspects for analysing human behaviors in situations of attachment disruption where the bereavement feeling is presented as a generic answer for the separation. The study tries to identify employees perceptions as Loss or Gain, after techonological and organizational changes, considering three basic dimensions: Human Resources Practices, Group Affiliation and Organizational Commitment during the 1995-1998 period as well as employees mood and the possible existence of somatic symptons among then in the twelve months previous to the field research. The data provides a real picture of employees psychological states involved in change processes, including technological changes, showing organizational commitment loss, lack of happiness and joy among work teams, a negative mood followed by somatic symptons, and attachment to past organizational policies, technologies and procedures. The research findings can serve as inputs for the development of motivational programs in the organization, as well as rase the attention of other researchers for broader studies on related commitment behaviors and feelings of loss in the organizational life. Keywords: Technological And Cultural Changes; Loss and Bereavement in Organization Technology: Cultural, Social and Human Issues. 124B.PDF

October 11, 2001

Managing Stress in Product Development Projects

Jongbae Kim, David Wilemon, Bob Schultz Abstract Jongbae Kim, David Wilemon, Bob Schultz Abstract: Recognizing the importance of effective new product development (NPD) management, many studies have explored the determinants of both successful and unsuccessful development projects. The project team and its members are an important factor affecting NPD performance. Few studies, however, have focused on factors affecting project team member performance. Stress is one factor that can affect NPD performance as well as the quality of one's life. In this paper, we examine project team member stress, its sources, and the impact of stress on project participants. We also examine stress across various development phases. Several suggestions for minimizing the adverse consequences of stress also are examined. This study is exploratory and is designed to establish a platform for future research. 124A.PDF

October 11, 2001

Re-defining Work and Management in the Modern Technological and Information Age

Bernard J. Reilly, Ph.D. Abstract Technology in the mass production era of the Twentieth Century produced products more efficiently than the previous era of the output of crafts. The technological design of work (the product of engineers) required obedient people who responded to the technology's demands. The technology contained within itself the controlling intelligence and process, which created output. People functioned as a subordinate support for output produced by machines-purely physical acts. Technology in the modern era, for example, the computer, produces "information" to be used by decision making people. The technology, particularly in the services, does not produce the output but becomes the instrument or tool to be used with output determined by the skills, knowledge, and expertise of the users of the technology. The most advanced computers in a brokerage house do not produce wealth. Value will come from integration of technology (the thing) and knowledge (the people). The information age calls for a different meaning of work than the mass production age. The deskilled, simplified work of the previous age is being replaced by the need for knowledge, information, and expertise work in the information age. In the world of mass production work did not need mind, it needed body. In an information world where technology does not produce output but information, work needs mind and expertise. The accomplishment of work must be in the operational units. The creation of wealth is the integration of both technology and skilled people. 123B.PDF

October 3, 2001

The Impact of Organizational Culture on the Management of Technology in Developing Nations

Mario G. Beruvides Abstract Management of Technology (MOT) is critical to the current survival and future development of most all business ventures in today's global business environment. This is especially true of organizations in or working in Developing Nations (DN). Although there is a wide range of complex issues that impact MOT in any organization, whether in a developing nation or not, a large number of studies mention the need to develop a "technology culture." The issue of organizational culture has been a long-standing area of research in the more traditionnal business management research. This has not been the case in MOT and even less so in MOT for developing nations. This is partly due to the fact that MOT as an academic research area is still relatively new, thus MOT in developing nations is even more so. In addition to this, organizational culture research done on MOT in developing nations is compounded by the fact that the culture of the business or organization is imbedded within the overarching multicultural international business environment. This paper looks at these issues and develops a conceptual model in which to deal with this promising and much needed area of research. Keywords: Management of Technology, Organizational Culture, Developing Nations 122D.PDF

October 3, 2001

Social and Cultural Considerations for internal operations

Paul L Forrester Abstract This paper provides an overview of factors that should be considered when developing international operations strategies and, in particular, the human resources needed to support such operations. The paper will consider how models of national culture, which identify the sources of difference, can shed light on effective practice. Thus national characteristics and culture will be explored as explanatory factors, and empirical evidence will be used to illustrate these points. The paper will finally explore the implications of people from different backgrounds and cultures working together, as happens for example in the subsidiaries of multinational corporations, in joint ventures and other strategic alliances, and in the programmes of technology transfer these invoke. Keywords: culture, human resources, expatriatism, socialization 122B.PDF

October 3, 2001

Technological change in manufacturing process in a developing country: a case study or a social drama?

Alex Coltro Abstract Through an abundant descriptive social-historical study of a deep technological change in a manufacturing plant which transforms raw wood into wood plates and a lot of other related products, this paper will focus in the social, cultural and human aspects that was strongly impacted in the local community where the company is inserted. This study is about the second largest brazilian company in its business, located at 100 kilometers of the biggest brazilian metropolis in a little community of approximately 100.000 inhabitants, where the company is the biggest employer of a local work force little qualified. This company is owned by a famous and influent brazilian politician. The technology of the former industrial process was highly air and water pollutant. This situation has resulted in a lot of severe fines imposed by an environmental government agency (CETESB). The implementation of the process of technological change made possible that the company achieved two aims: the environment became relatively unmolested while the plant got a big increase in the efficiency of the industrial process. Meanwhile, this change has affected dramatically some social and human already historical problems of the local community: a growing unemployment rate of a little qualified workforce; social and psychological abandonment of these persons by the local authorities, and a demanding reconstruction of the company-community relationship. This study tries to show how it is complex, variable and uncertain to society the implementation of only technological solution without treatment of the human and social issues in a difficult economic moment that the country is passing over. Keywords: Technological change; Social impacts; Environmental impacts; 121D.PDF

September 26, 2001

Assessment Of Industrial Policy In Mexico From The Point Of View Of Smes

Solleiro, J.L.; Castanon, R.; Morales, V.; Trens, E.; Vega, R. and Nunez Abstract The economic and social importance of small and medium enterprises (SME), as well as the definition of public policies to support their development and competitiveness has been internationally recognised. In Mexico, different ministries and government agencies have participated in defining industrial policies directed at SME and their instruments. During 1998, the authors took part in a consultation carried out with over 400 entrepreneurs from small and medium enterprises, organised by the Senate of the Republic. Two fundamental objectives were pursued: to assess the effectiveness of present industrial and technological policies and prepare recommendations to adjust them to the needs of the enterprises. This work presents an analysis of the results of the consultation, both with respect to the diagnosis made of present industrial policy and to the entrepreneurs' recommendations. To this end the following dimensions have been used: education, fiscal policy, information, specific development programmes, technological assistance, financing, commercialisation, legislation and environmental aspects. Keywords : industrial policy, technological policy, small and medium enterprises, Mexico 114B.PDF

September 26, 2001

Strategies Of European Smes In Biotechnology: The Role Of Size, Technology And Market

Stephane Lemarie, Marie-Angele de Looze, Vincent Mangematin Abstract Both the technological and market focus of 228 European biotechnology SMEs are analysed in this paper. Data from the Genetic Engineering catalogue provide a complementary representation compared to the patent publications that are most commonly used. Results of the analysis produce a new view of the development of biotech SMEs. First, no pattern of specialisation by country is observed, even though three types of company with different technological focus can be distinguished in the sample. Second, it is argued that the rapid technological evolution in this domain can hardly be explained by a rapid evolution of the technological basis of the companies, and should consequently be explained primarily by the creation of new SMEs. Third, four different patterns of linkage between technology and market focus are observed, by means of co-word analysis. 114A.PDF

September 26, 2001

Crossing The Barriers In Creating High-Tech Ventures: A Case Study

Zong-Tae Bae, Won-Gil Choe Abstract This study deals with how the high-tech ventures originated by foreign entrepreneurs of developing countries can be incorporated successfully in the USA by overcoming managerial, technical, and cultural barriers. An in-depth case study on a new semiconductor firm has been carried out. The case study shows the process how a Korean technical expert could overcome barriers with a Korean-American management expert in incorporation and fund raising, and draws some practical lessons for entrepreneurs. This study identifies some pitfalls and guidelines in collecting and organizing information to prepare a business plan in comparison with observed reality of the case firm. In this case, it took one month to finish the complete business plan by the team with the help from Stanford libraries. The plan was well received by the 36 leading venture capitalists in the Silicon Valley contacted by the case firm, but all venture capitalists without exception turned it down, with several reasons such as lack of sample and standard. Finally, the company succeeded in fund raising from one interested corporate partner. In addition, this study presents seven lessons that will be important in crossing the obstacles for the successful incorporation and growth. Key Words: High-tech Venture, SMEs, Partnership, Entrepreneurship, Silicon Valley 113C.PDF

September 26, 2001

Patterns Of Strategic Change And Technological Learning In The Korean Small And Medium Enterprises

Youngbae Kim, Byungheon Lee Abstract This study attempts to explore the evolution paths of Korean Small and Medium Enterprises (SMEs') strategies and their technological learning processes. Several different evolution paths are identified based on a dynamic strategic group analysis of 115 SMEs' strategy in the Korean electronic parts industry for the period of 1990-1995. Further, in-depth case analyses on technological learning processes in 5 firms are undertaken. Major findings of this study can be summarized as follows: 1) There are three dominant evolution paths in SMEs' strategy. First path indicates the evolution from a subcontractor or petty imitator group into an innovator group by accumulating technological capabilities. Second, some firms move from a subcontractor group into a market focus or generalizer group by simply adding product lines. Third path involves firms which evolve from a subcontractor group into a production focus group. 2) An in-depth case analysis shows those who succeeded in technological learning are managed by CEOs with strong technological expertise and strategic vision. They have made an effort to establish management practices to support innovation, such as employee educational program and performance-based reward system. The successful firms also aggressively pursue diverse external linkages with outside technology sources to learn product and process technologies. Finally, this study discusses several implications of the findings for the theoretical development and strategic management of small firms in Korea. 112B.PDF

September 26, 2001

Technological Innovation Planning To A Small Agribusiness Company

Ednilson Santos Bernardes, Doriana Daroit, Jose Carlos Lazaro da Silva Filho, Egidio Luiz Furlanetto Abstract With growing market competitiveness, technology is becoming a differentiation factor in the search for enterprise survival and to increase firm profitability. Even a technology in a stationary stage needs constant investment in innovation. The coffee grain industrialization technology is an example of such stability (technology is in a mature stage). Innovation management struggle has been responsible for market segmentation and differentiation in Brazil's companies. Companies possessing superior capability in technology innovation increase market participation; in the other hand, companies in which this dimension is ignored fail in continuing activities. The purpose of this article is to discuss technology innovation management in a small company that processes coffee grain in Brazil. The key point is that even small companies belonging to a mature sector can innovate. The company's technology problem is characterized accordingly to its planning action. Its technological capability and the industry technological landscape are analyzed. The interaction between problem definition, company's technological capability and industry technological landscape results in a technological strategy to be followed. Keywords: technological strategic planning, coffee industrialization, technological capability competitiveness. 111D.PDF

September 26, 2001

Technological Innovation As A Strategy Of Growth: A Case Study Of A Brazilian Small Dairy Company

Luciana Marques Vieira, Maria Aparecida Barbosa Lima, Jaime Evaldo Fensterseifer Abstract Agroindustrial activity has been increasingly valued in Brazil and represents an important share of national exports. However, the different sectors that compose agroindustry have heterogeneous performance, presenting different levels of competitiveness in the international market. The inverse flow, namely the entrance of imported products and installation of firms in the country, mostly in the agroindustrial sectors that have less competitive capacity, has been intense since the country's commercial opening in 1994. The dairy sector is part of this scenario, with a huge concentration of transnational companies manufacturing in Brazil and importing products (powered milk, cheese, UHT milk), specially from other countries of Mercosul. This article intends to analyze the growth strategy of a small family-owned firm from the dairy sector. The strategic option for technological innovation aiming to add value to the final product justifies its choice for this case study. This case presents one of the possible strategic options for the small-and-medium-size companies vis-a-vis to the Globalization Phenomena. It is intended to make a contribution to the strategies' restructure of the small-and-mediumsize companies to survive, or even growth, being on international competitive scenery. Keywords: SME's food sector, strategic options, globalization 111A.PDF

May 14, 2001

The Interface between Project Managers and Functional Managers in Matrix Organized Product Development Projects

Roberto Sbragia, PGT- Center for Policy and Management of Technology Universtity of São Paulo Abstract This study presents the results of an empirical investigation on the impact of the interface between Project Managers and Functional Managers on the performance of development projects for matrix organized products in Brazilian companies. Three dimensions of this interface are analyzed: clarity on responsibilities; participation in decisions, and communication channels utilized. A sample of 60 recently completed projects, of different sizes and degrees of complexity, integrating departments like R&D, Marketing, Manufacture and others, from 5 large private Brazilian companies, were analyzed. The results show that the projects which achieved better performance had a much greater level of clarity in terms of the attributions of the managers, a greater proportion of joint decisions, and a direct communication flow between the Project Manager and his technical team. In addition, such relations seem to be stronger in more complex projects, suggesting that the managers should use different mechanisms according to the situation. Keywords: Project Management, New Product Development, Matrix Organizations, Management of Innovation 107C.PDF

May 7, 2001

How does the Implementation of Different Project Incentive Plans Succeed?

Tomi, Rantamäki, Laboratory of Work Psychology and Leadership, TAI Research Center, Helsinki University of Technology Niilo, Hakonen, Laboratory of Work Psychology and Leadership, TAI Research Center, Helsinki University of Technology Kiisa, Hulkko Laboratory of Work Psychology and Leadership, TAI Research Center,Helsinki University of Technology Matti, Vartiainen, Laboratory of Work Psychology and Leadership, TAI Research Center,Helsinki University of Technology Abstract This paper describes briefly different approaches to rewarding New Product Development (NPD) projects in three communication technology organizations. The goal is to find out what is the impact of different incentive models and their implementation compared to the desired outcomes. The results will provide R&D management with understanding how to successfully design and implement project incentive plans. Rewarding professionals is one of the key issues in many NPD organizations when entering the new millennium. The multi-project NPD environment offers a challenge for finding the right combination of appropriate measures and a logical link to the possible bonus. How much from the potential can be gained is up to the implementation of the incentive models. The methodological approach of this study is based on constructive action research. The researchers worked in organizations and helped in the change process. To enable the definition of a common project incentive plan needed in collaborative projects, the organizations analyzed their varying types of project incentive plans with different implementations. The data consists of interviews (n=88), questionnaire (n=342) and company documents. Altogether 20 human resources and line managers, 68 project managers and project personnel were interviewed. The results show that managers assess the incentive plans to be working well whereas middle management and designers are dissatisfied with the plans. Middle management finds the plans too laborious compared to the benefits gained. The designers rate the plans to be like a lottery. All desired outcomes of the incentive plans are not reached. The paper will explain the crucial implementation characteristics. Keywords : incentive plans, new product development, project work 107A.PDF

March 26, 2001

Managing the "Fuzzy Front End" of Innovation

Birgit Verworn, Technical University of Hamburg-Harburg, Institute for Technology and Innovation Management, Schwarzenbergstr Cornelius Herstatt, Technical University of Hamburg- Harburg, Institute for Technology and Innovation Management, Schwarzenbergstr Abstract In new product development (NPD) unacceptably high failure rates have often been related to insufficiencies during the early development phases. Nevertheless, only little effort is devoted to the early phases, in theory as well as in practice, and managers often indicate the front end as being one of the greatest weaknesses in product innovation. Therefore, it is surprising that only little research has treated the so called "fuzzy front end" of innovation. In this paper we discuss if process models lead to success in the early development phases. Therefore, the discussion about process models for the whole innovation process is briefly summarized and findings applied to the "fuzzy front end". Due to high uncertainties with a wide range between different innovations in the early phases, process models are found to lead to success for incremental innovations with low market and technological uncertainty only. For innovations with a high market and/or technological uncertainty, a learning-based approach is suggested. Key-words: breakthrough innovation, fuzzy front end, innovation management, innovation process, NPD, stage-gate process 106C.PDF

March 19, 2001

Accelerating the Front End Phase in New Product Development

Jongbae Kim, Assistant Professor, School of Management, Silla University, Korea David Wilemon, Professor of Marketing and Innovation Management, Director of Innovation Management, Syracuse University Abstract In today's accelerated world, most firms competing on the basis of new products need to be proficient in accelerating their product development processes. All areas of the new product development (NPD) process can be improved, but in this paper we focus on the "upfront or fuzzy front-end (FFE)" phase. While a few recent studies note that proficiently performed "front-end activities" can contribute directly to the success of a new product, accelerating this phase has not received the attention needed to develop robust managerial recommendations. In our paper, we review several studies that reveal useful insights into speeding the FFE. We then examine the benefits of accelerating the FFE as well as the challenges encountered. Finally, several methods to speed the FFE phase will be advanced. 105C.PDF

February 12, 2001

An Evaluation of How NASA Project Managers Manage Complex Projects

Gerald M. Mulenburg, Germany Introduction The current approach to project management often misses a key ingredient, the project manager. The importance of the project manager in project management is often stated, but the critical role that they play becomes obscured in the details of how to manage a project, and misses the larger picture of what really goes on in the project. This paper describes the results of a study that looked at an alternative view of project management with the project manager as the key ingredient. The study examined ten contemporary projects in the National Aeronautics and Space Administration (NASA) using the project manager as the focal point of the project. Interviews with these project managers provided some insightful results about how they managed, and why they manage the way they do. 105B.PDF

February 5, 2001

Project Management in the Realm of Explorative Research

Anja Eichler, University of Witten/ Herdecke ABSTRACT Traditional models of project management view a project as a sequence of developmental phases which includes planning, monitoring and evaluating the outcome. This study argues that this conception is based on several assumptions about the project environment such as a hierarchical organization. Yet, in environments where research is mostly about exploration as opposed to product development these assumptions mostly do not hold and I will illustrate the differences. Since the environment is different, one might assume that the way projects are organized is different, too. I will investigate this assumption and point out the distinctions by illustrating some instances of an exploratory project. Finally, I will discuss the consequences of my findings for the management of innovation since models of innovation management are built on the traditional project management approach. Keywords : project management, innovation management, explorative research, organic projects 105A.PDF

January 29, 2001

Experiences in Product Development Projects: Team Members' Perspective

Dr. Gloria Barczak Marketing Group College of Business Northeastern University Boston, MA 02115 Dr. David Wilemon* Innovation Management Program School of Management Syracuse University Syracuse, NY 13244 dwilemon@som.syr.edu ABSTRACT Increasingly companies are relying on cross-functional teams (CFTs) in order to develop important new products and new technologies. Some of the research which has been conducted has noted the difficulties many companies face in achieving high, sustained CFT performance. In fact, in many organizations there is a large gap between actual performance and desired team performance. Interestingly, there has been limited research on the actual experiences of team members in carrying out their CFT assignments. Most of the research which has been conducted on CFTs has focused on understanding various dimensions of the role of the team leader--not how team members experience their assignments. Our study reports the results of a study involving field interviews with over 70 team members in various high technology companies. Specifically, we examine how team members perceive & experience various leadership & teamwork issues. We also examine team member experiences in different phases of the product development cycle. Several recommendations are given to assist in effectively managing cross-functional teams. Suggestions for future research are advanced. Keywords: 1) Project Management/New Product Development, 2) R&D Management 104D.PDF

January 22, 2001

Impact Of Behavioral Styles On The Effectiveness Of Product Development Teams

Antonio C. A. Maximiano, Universidade De São Paulo - FEA Ricardo L. Pinto, Universidade De São Paulo - FEA ABSTRACT This paper is based on the review and development of two major contributions to the understanding of human behavior in organizations. First, the psychological types of Carl Jung. Second, the decision making process of Herbert Simon. The text presents a model of teamwork skills based on two ideas of Jung and Simon. One refers to the phases of the decision making process. The other relates to the information basis in the decision making process. The authors' intention is to make some propositions that stress the importance of behavioral critical success factors, that influence the effectiveness of product development teams. Keywords: teams, project management, critical success factors, behavioral styles, psychological profiles. 104B.PDF

January 13, 2001

Diversity, Culture and Technical Project Management

Mostafa Hashem Sherif, AT&T ABSTRACT In this paper, we propose that the collaboration and technical project management must take cultural factors into account. Following a brief summary of recent research results on diversity and its effect on team performance, we discuss several manifestations of value diversity with examples from the communications and information technologies. Finally, we propose a few directions for research on the implications of value diversity on project management. 104A.PDF

January 6, 2001

Strategies for Effectively Managing Geographically Dispersed Projects

Joseph Weiss, Bentley College, Waltham, Massachusetts Hans Thamhain, Bentley College, Waltham, Massachusetts ABSTRACT Projects increasingly involve multifunctional alliances, joint ventures and consortia, which extend across wide geographic areas. Dispersed and virtual project teams are often temporary in duration and involve differing levels of experience and expertise. Such teams are mostly results driven by assignments and deadlines. These teams must be unified in spite of their geographic dispersion, individual differences, and often multinational composition. While project reporting, tracking and control can be effectively supported with IT tools, sophisticated and flexible leadership styles and proven protocols are needed to effectively manage project missions and the human aspects of successful project completion. Based on a field study and current research of best-in-class project management practices, the paper identifies success factors for coordinating geographically dispersed project teams, gaining and maintaining commitment, verifying actual status, and maintaining project sharing and ownership. The paper provides specific insight into the shared leadership and IT challenges for building unified project teams that are geographically separated. The study was conducted over the last two years and includes 22 projects in 7 companies. 103C.PDF

January 1, 2001

Idea Generation and Successful New Product Development*

John E. Ettlie University of Michigan Business School Ann Arbor, Michigan 48109-1234 ABSTRACT The successful generation and flow of new ideas is critical to the innovativeness of any organization. This is quite a distinct issue from the sourcing of market need information - which is generally obtained directly from customers - and the locus of innovation, which is often industry or sector dependent. Data on 126 new durable goods products (1992-3) were used to test a model of new product idea sourcing. New product success was significantly promoted by technical success (p<.001), and sourcing ideas from first-line R&D managers (p=.03) and marketing (p=.012), which generally supports the literature in this field. However, significant, inverse effects on new product commercial success resulted for general managers (p=.03), the finance function (p=.02) and government (p=.05) idea sources. R&D intensity (percentage of sales spent on R&D) was found to be significantly correlated with technical sourcing of new product ideas which tends to validate these results. Production acts in a supporting role for idea sourcing, significantly through customer (p<.05) and technical colleagues (p<.01). 103A.PDF

December 25, 2000

Project Management Skunkworks: Breaking the Rules

Michael Bommer, Clarkson University Renee DeLaPorte, INACOM James Higgins, Technical Consultant Abstract Three new product development programs (PDP) attempting to meet challenging time to market, as well as quality and cost, targets were in urgent need of space and facilities. A decision was made to reengineer a light commercial building 40 miles distant from the main R&D and manufacturing facility. The satellite facility, which currently housed a supplier of electroformed parts to another OEM manufacturing operation, would need to be entirely retrofitted to accommodate the R&D and manufacturing requirements of all four groups. The existing Facilities Engineering Group within the corporate structure was unable to deliver the array of requests generated by the PDPs. This included 31 different subprojects ranging from clean rooms to conference space. A skunkworks project management team was spun off with the directive to meet customer requirements on time and within budget even if it meant breaking rules. The skunkworks project team was able to deliver the projects on time and within budget by adhering to a clear focus on their mission, by extensive up-front planning efforts, by critically analyzing customer needs, leveraging project overlaps, early supplier involvement, team empowerment, and breaking rules. Keywords: Project management, skunkworks, time-to-market 102B.PDF

December 18, 2000

Successful Control of Innovative Projects: An Empirical Study

Joern Littkemann, Institute for Business Administration, University of Muenster Abstract This empirical study shows how German industrial companies apply methods of project management and project control in product innovation processes. Moreover, the study considers which factors have a significant influence on the project success. In this context, a special account for innovative projects is an instrument to integrate the activities of the innovation process. The significance of achieving economic effectiveness during the innovation process is a suitable measure to indicate the 'overall project success'. It is, therefore, necessary in management accounting to treat an innovation project as an investment. The organized co-operation between project management and management accounting is a relevant key factor to increase the project success. Keywords: Accounting for Innovation, Empirical Results, Innovation Success, Integration Instruments, Project Control, SMC 102A.PDF

December 11, 2000

High Velocity New Product Development

Scott S. Elliott, Product Development Consulting, Inc. Brian Hughes, Agilent Technologies © 1999 Abstract Development processes often slow down or slip schedule because of poor management of the knowledge inventory being developed. Project managers schedule tasks with little regard for critical knowledge timing and capacity. Some subprojects can finish far ahead of others, resulting in knowledge that sits and depreciates until needed. By contrast in the area of Supply Chain Management, successful companies have learned to maximize the "velocity" of physical products and inventories, where timing and capacity are key. They understand that such inventories cost money to hold and can "rot", or lose value rapidly. We show how lessons from Supply Chain Management can be applied to new product development processes to speed time to introduction. First, we view the project in terms of knowledge development rather than product development. Next we analyze the risks, capacity and timing of the "knowledge inventory" we are building. Postponement development is introduced as a means of increasing resources for the high-risk elements first, minimizing overall knowledge inventory and producing this knowledge just-in-time. Development projects can be speeded and the resulting products can be much closer to customer needs using these concepts. Two case studies from Agilent Technologies will be used to illustrate the points. 101D.PDF

December 3, 2000

Competing By Project Management Standardization

Dragan Milosevic Portland State University Abstract The central issue of this paper emerged in the course of observation of three companies: Intel, Armstrong World Industries, and Oregon Anesthesiology Group. They have become successful companies competing by differentiation, low-cost, and best-cost capabilities, which are supported by their distinct focus on schedule-driven, cost-driven, and cost-quality-driven project effectiveness, respectively. To further enhance their project effectiveness and capabilities, what project management (PM) strategies could these and other companies with the same choice of competitive strategy use? To answer the question, we surveyed 239 project managers and team members from various industries and organizations in the U.S. and Canada. From their responses we identified across-the-industry benchmarks for the pursuit of higher project effectiveness. First, organizations with higher levels of PM standardization have higher project effectiveness. Second, the standardization - including PM culture, structure, and systems -- does not automatically lead to higher project effectiveness and capability building. Third, competing by standardization means aligning it with competitive strategies. 101C.PDF

November 26, 2000

A New Framework for Strategic Project Management

Aaron Shenhar, Stevens Institute of Technology Michael Poli, Stevens Institute of Technology Thomas Lechler, Stevens Institute of Technology Abstract This paper suggests a formal framework for managing projects in a strategic way, and specifically defines the concept of project strategy. In a traditional project management world that has always been focused on operational performance and meeting time and budget goals, there is a need for change. Today's business challenges and fierce global competition require new ways to improve competitiveness, and project management is at the top of the list. The purpose of this paper's framework is to help make project management a competitive weapon for organizations in the years to come. Rather than focusing the project on "getting the job done," strategic project management is focusing the project on the competitive advantage of its outcome and how to make it work. Project strategy is the missing link that should be added formally between the business strategy and the traditional project plan. In this paper we discuss the need for project strategy and provide an explicit definition of the term. We then describe a four-step process for building a project strategy. We discuss product definition, business perspective, project scope, and strategic focus, and outline their specific components. We discuss four generic project strategies and their strategic focus. 101B.PDF