http://www.bibsonomy.org/burst/user/callagialla/ManagementBibSonomy BuRST Feed for /user/callagialla/Management2008-08-21T13:00:15+02:00 EBSCOhost http://www.bibsonomy.org/bibtex/2b6ce83ae3779090fce325da733e5f152/callagiallacallagialla2008-06-02T18:32:05+02:00sociology, Validity, research, RESEARCH, LATENT sciences Methodology, QUALITATIVE METHODOLOGY, CASE science, variables SOCIAL EXAMINATIONS studies, -- MANAGEMENT ORGANIZATIONAL method, (Philosophy), THEORY <span style="color:#555555;">W. <a href="http://www.bibsonomy.org/author/Gibb Dyer Jr.">Gibb Dyer Jr.</a> and Alan L. <a href="http://www.bibsonomy.org/author/Wilkins">Wilkins</a> </span><em>Academy of Management Review</em>(<em>19910701</em>)Mon Jun 02 18:32:05 CEST 2008Academy of Management Reviewp613 - 619BETTER STORIES, NOT BETTER CONSTRUCTS, TO GENERATE BETTER THEORY: A REJOINDER TO EISENHARDT.319910701sociology, Validity, research, RESEARCH, LATENT sciences Methodology, QUALITATIVE METHODOLOGY, CASE science, variables SOCIAL EXAMINATIONS studies, -- MANAGEMENT ORGANIZATIONAL method, (Philosophy), THEORY In this article the authors discuss an article published in a pervious issue that presented an approach to building better theory through the use of case studies. The authors suggest that the paper does not do enough to support the claim that the methods used surpass pervious methods for conducting case studies. They compare the author's approach with various case studies and discuss the limitations of the author's work. Their main concerns fall into three areas; the in-depth study of a single case, deep vs. surface description and the telling of good stories vs. the creation of good constructs. They assert that by not conducting the in-depth research applied in a traditional case study the author is depriving the research of the insight one receives from that depth of study. http://www.bibsonomy.org/bibtex/2dacec53df767e594b761f747a3dea74b/callagiallacallagialla2008-05-24T19:19:42+02:00management information OpR knowledge <span style="color:#555555;">Vikas <a href="http://www.bibsonomy.org/author/Anand">Anand</a> and Charles C. <a href="http://www.bibsonomy.org/author/Manz">Manz</a> and William H. <a href="http://www.bibsonomy.org/author/Glick">Glick</a> </span><em>Academy of Management Review</em><em>23(8):796-809</em>(<em>1998</em>)Sat May 24 19:19:42 CEST 2008Academy of Management Review8796-809An Organizational Memory Approach to Information Management231998management information OpR knowledge http://www.bibsonomy.org/bibtex/290e207e233003ed002022a60f2605ec4/callagiallacallagialla2008-03-31T14:38:05+02:00Management UnternehmenKommunikationWertorientiertes <span style="color:#555555;">Markus <a href="http://www.bibsonomy.org/author/Will">Will</a> </span><em>Betriebswirtschaftliche Abhandlungen </em><em>Sch&#228;ffer-P&#246;schel, </em><em>Stuttgart, </em>(<em>2007</em>)Mon Mar 31 14:38:05 CEST 2008StuttgartBetriebswirtschaftliche AbhandlungenWertorientiertes Kommunikationsmanagement1292007Management UnternehmenKommunikationWertorientiertes http://www.bibsonomy.org/bibtex/2a171b1202e0f53e5384c1779235035b9/callagiallacallagialla2008-03-31T14:38:05+02:00Management Employee participation <span style="color:#555555;">Eberhard <a href="http://www.bibsonomy.org/author/Witte">Witte</a> </span><em>Sitzungsberichte der Bayerischen Akademie der Wissenschaften, Philosophisch-Historische Klasse </em><em>Verlag der Bayerischen Akademie der Wissenschaften, </em><em>M&#252;nchen, </em>(<em>1978</em>)Mon Mar 31 14:38:05 CEST 2008MünchenSitzungsberichte der Bayerischen Akademie der Wissenschaften, Philosophisch-Historische KlasseUntersuchungen zur Machtverteilung im Unternehmen1978,11978Management Employee participation Literaturangabenhttp://www.bibsonomy.org/bibtex/241a0405a3fcd6fb301b0ab02cb72f40e/callagiallacallagialla2008-03-31T14:38:05+02:00road military cultures reliabilitySEI managementsoftware programteam qualitysoftware intensive DoD managementwork computingRISK approachSEI designed maprisk development methodssoftware risk management <span style="color:#555555;">R. C. <a href="http://www.bibsonomy.org/author/Williams">Williams</a> and J. A. <a href="http://www.bibsonomy.org/author/Walker">Walker</a> and A. J. <a href="http://www.bibsonomy.org/author/Dorofee">Dorofee</a> </span><em>IEEE Software</em><em>14(3):75-82</em>(<em>1997</em>)Mon Mar 31 14:38:05 CEST 2008IEEE Software375-82Putting Risk Management Into Practice141997road military cultures reliabilitySEI managementsoftware programteam qualitysoftware intensive DoD managementwork computingRISK approachSEI designed maprisk development methodssoftware risk management The authors use an SEI designed road map as a guide to discussing effective and ineffective risk management methods based on six years' experience with software intensive DoD programs. These programs followed the SEI approach of continuous and team risk management, selecting processes and methods that would best fit their work cultureshttp://www.bibsonomy.org/bibtex/23e52d9b3c7269694dfae82356a84ee20/callagiallacallagialla2008-03-20T21:24:32+01:00productsRESOURCE managementNEW management allocationRISK ECONOMETRIC modelsPROJECT <span style="color:#555555;">Adriano de <a href="http://www.bibsonomy.org/author/Maio">Maio</a> and Roberto <a href="http://www.bibsonomy.org/author/Verganti">Verganti</a> and Mariano <a href="http://www.bibsonomy.org/author/Corso">Corso</a> </span><em>European Journal of Operational Research</em><em>78(2):178-191</em>(<em>1994</em>)Thu Mar 20 21:24:32 CET 2008European Journal of Operational Research2178-191A multi-project management framework for new product development781994productsRESOURCE managementNEW management allocationRISK ECONOMETRIC modelsPROJECT New product development projects have features of complexity and inter-functionality that make a Project Management approach particularly suitable. Nevertheless, several failures have occurred as traditional Project Management techniques have been applied to New Product Development. Product Innovation Processes, in fact, have peculiarities that need adaptation and modification of traditional techniques. This paper focuses on what seems to be one of the main causes of failure: the need to manage project interdependencies assuring their mutual compatibility at portfolio level. This problem cannot be faced with traditional Multi-Project Management techniques, almost exclusively focused on resource interdependencies. After a brief discussion of the general problem of product innovation as well as of the most critical issues in the implementation of Multi-Project Management, this paper proposes an interpretative model that explains firms' dynamic behavior in Multi-Project Management of new product development. The model could be used as a unique and homogeneous framework supporting the processes of project selection, resource allocation, risk management, priority management and ongoing control. ABSTRACT FROM AUTHOR Copyright of European Journal of Operational Research is the property of Elsevier Science Publishers B.V. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) New product development projects have features of complexity and inter-functionality that make a Project Management approach particularly suitable. Nevertheless, several failures have occurred as traditional Project Management techniques have been applied to New Product Development. Product Innovation Processes, in fact, have peculiarities that need adaptation and modification of traditional techniques. This paper focuses on what seems to be one of the main causes of failure: the need to manage project interdependencies assuring their mutual compatibility at portfolio level. This problem cannot be faced with traditional Multi-Project Management techniques, almost exclusively focused on resource interdependencies. After a brief discussion of the general problem of product innovation as well as of the most critical issues in the implementation of Multi-Project Management, this paper proposes an interpretative model that explains firms' dynamic behavior in Multi-Project Management of new product development. The model could be used as a unique and homogeneous framework supporting the processes of project selection, resource allocation, risk management, priority management and ongoing control. ABSTRACT FROM AUTHOR Copyright of European Journal of Operational Research is the property of Elsevier Science Publishers B.V. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)http://www.bibsonomy.org/bibtex/2975d07db157f94069c3026762c8f2dfe/callagiallacallagialla2008-03-20T21:24:32+01:00MarketingNew innovations Forschung Management ManagementTechnological products MarketingResearch, Industrial und Entwicklung ProduktinnovationInnovationsmanagement <span style="color:#555555;">J&#252;rgen R. <a href="http://www.bibsonomy.org/author/Manns">Manns</a> </span><em>Schriftenreihe Unternehmensf&#252;hrung </em><em>Verlag Wissenschaft &amp; Praxis, </em><em>Ludwigsburg, </em>(<em>1992</em>)Thu Mar 20 21:24:32 CET 2008LudwigsburgSchriftenreihe UnternehmensführungProduktinnovationen als Ergebnis der Koordination von F&E und Marketing: Ursachen, Auswirkungen und Lösungsmöglichkeiten, dargestellt am Beispiel eines Unternehmens der mobilen Kommunikation81992MarketingNew innovations Forschung Management ManagementTechnological products MarketingResearch, Industrial und Entwicklung ProduktinnovationInnovationsmanagement http://www.bibsonomy.org/bibtex/252efe6d5c9142688ea026c51645cec56/callagiallacallagialla2008-03-20T21:24:32+01:00systems managementMultimedia CongressesDatenbankverwaltungMultimediaKongress systemsDatabase management Database CongressesMultimedia <span style="color:#555555;">Robert <a href="http://www.bibsonomy.org/author/Meersman">Meersman</a> and Zahir <a href="http://www.bibsonomy.org/author/Tari">Tari</a> and Scott <a href="http://www.bibsonomy.org/author/Stevens">Stevens</a> (eds.). </span><em>Boston, </em><em>Kluwer Academic Publishers, </em>(<em>1999</em>)Thu Mar 20 21:24:32 CET 2008BostonDatabase Semantics: Semantic Issues in Multimedia Systems: Eighth Working Conference on Database Semantics (DS-8): 1999, Rotorua, New Zealand, January 4 - 81999systems managementMultimedia CongressesDatenbankverwaltungMultimediaKongress systemsDatabase management Database CongressesMultimedia http://www.bibsonomy.org/bibtex/24aa124294cec7e1877626e8357a72dc7/callagiallacallagialla2008-03-20T21:24:32+01:00BRAND productsORGANIZATIONORGANIZATIONAL organizationNEW name management productsINDUSTRIAL learningPRODUCT <span style="color:#555555;">Steven C. <a href="http://www.bibsonomy.org/author/Michael">Michael</a> and Tracy Pun <a href="http://www.bibsonomy.org/author/Palandjian">Palandjian</a> </span><em>Journal of Product Innovation Management</em><em>21(4):268-276</em>(<em>2004</em>)Thu Mar 20 21:24:32 CET 2008Journal of Product Innovation Management4268-276Organizational Learning and New Product Introductions212004BRAND productsORGANIZATIONORGANIZATIONAL organizationNEW name management productsINDUSTRIAL learningPRODUCT Organizational learning widely is believed to be important to competitive performance of companies. The purpose of this article is to examine how organizations learn from their experiences in new product introductions. Theory suggests that organizations will display a “competency trap” that reduces their ability to learn from organizational experience. Often initial success can cause a firm to rely on a single or a few experiences to develop routines, discounting later experiences. Therefore it is expected that organizations will have trouble learning from experience. The theory was tested by examining all new product introductions in the U.S. shampoo industry from 1974–1987. The dynamic nature of the business—the average brand survives about two years—made this an attractive research venue. Using the econometric technique of survival time modeling, a model was fitted of survival of brands as a function of organizational experience and organizational experience squared. The model also included controls for financial resources available to the firm and the level of first year's advertising. The model confirmed the general hypothesis that firms' brands are less successful the more experience they have. This study interprets this as evidence of a competency trap in new product introductions. The results broadly are supportive of the hypothesis that organizations find it harder to learn from experience as experience grows. Untangling the source of this problem is a goal of further research. For practice, the article suggests caution to brand managers in experienced companies. There is no guarantee that firms grow in their ability to build brands; results here suggest the opposite. Formal reviews of the new product, its process, and its performance by senior managers for lessons learned is desirable. Management of individuals and organizations may facilitate learning from experience. For managing individuals, often product success... [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/29c3e2a7669aa99cfc006995995f67158/callagiallacallagialla2008-03-20T21:24:32+01:00forecastingTECHNOLOGICAL NEW research, CIC Industrial TECHNOLOGICAL innovationsTECHNOLOGY products Research, management MARKETING PRODUCT transfer, <span style="color:#555555;">Christian <a href="http://www.bibsonomy.org/author/Lüthje">L&#252;thje</a> and Cornelius <a href="http://www.bibsonomy.org/author/Herstatt">Herstatt</a> </span><em>R&amp;D Management</em><em>34(5):553-568</em>(<em>2004</em>)Thu Mar 20 21:24:32 CET 2008R&D Management5553-568The Lead User Method: an Outline of Empirical Findings and Issues for Future Research342004forecastingTECHNOLOGICAL NEW research, CIC Industrial TECHNOLOGICAL innovationsTECHNOLOGY products Research, management MARKETING PRODUCT transfer, In order to reduce the risks of failure usually associated with NPD, leading companies such as 3M, HILTI, or Johnson&Johnson are increasingly working with so-called Lead Users. Their identification and involvement is supported by the Lead User method– a multi stage approach aiming to generate innovative new product concepts and to enhance the effectiveness of cross-functional innovation teams. While the Lead User method is frequently cited in the literature, yet, there are only limited attempts to comprehensively discuss how this approach is embedded in theories and empirical findings of innovation and marketing research. Therefore the Lead User method is in the focus of the present paper, both with respect to its theoretical foundation and its implementation into the innovation management system. First, empirical research on user innovations is reviewed to clarify the theoretical foundation of the Lead User method. Second the attention is drawn to the Lead User practice by discussing the various process steps of this specific approach on the basis of two applications of the method. Based on this discussion, we outline open questions related with the practical implementation of the Lead User method in order to start an agenda for future research. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) In order to reduce the risks of failure usually associated with NPD, leading companies such as 3M, HILTI, or Johnson&Johnson are increasingly working with so-called Lead Users. Their identification and involvement is supported by the Lead User method– a multi stage approach aiming to generate innovative new product concepts and to enhance the effectiveness of cross-functional innovation teams. While the Lead User method is frequently cited in the literature, yet, there are only limited attempts to comprehensively discuss how this approach is embedded in theories and empirical findings of innovation and marketing research. Therefore the Lead User method is in the focus of the present paper, both with respect to its theoretical foundation and its implementation into the innovation management system. First, empirical research on user innovations is reviewed to clarify the theoretical foundation of the Lead User method. Second the attention is drawn to the Lead User practice by discussing the various process steps of this specific approach on the basis of two applications of the method. Based on this discussion, we outline open questions related with the practical implementation of the Lead User method in order to start an agenda for future research. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)http://www.bibsonomy.org/bibtex/2eea2304f2009df18dd67498fdf248cb9/callagiallacallagialla2008-03-20T21:24:32+01:00Industrial CongressesEconomics management Congresses <span style="color:#555555;">Dieter <a href="http://www.bibsonomy.org/author/Ordelheide">Ordelheide</a> and Bernd <a href="http://www.bibsonomy.org/author/Rudolph">Rudolph</a> and Elke <a href="http://www.bibsonomy.org/author/Büsselmann">B&#252;sselmann</a> (eds.). </span><em>Wissenschaftliche Tagung des Verbandes der Hochschullehrer f&#252;r Betriebswirtschaft e.V </em><em>Poeschel, </em><em>Stuttgart, </em>(<em>1991</em>)Thu Mar 20 21:24:32 CET 2008StuttgartWissenschaftliche Tagung des Verbandes der Hochschullehrer für Betriebswirtschaft e.VBetriebswirtschaftslehre und ökonomische Theorie1990 = 521991Industrial CongressesEconomics management Congresses http://www.bibsonomy.org/bibtex/2b5720e19c56a60f9c65e304f1c6d2883/callagiallacallagialla2008-03-20T21:24:32+01:00management COMPETITIONPERFORMANCEINDUSTRIAL <span style="color:#555555;">Michael E. <a href="http://www.bibsonomy.org/author/Porter">Porter</a> </span><em>Free Press, </em><em>New York, </em>(<em>2004</em>)Thu Mar 20 21:24:32 CET 2008New YorkCompetitive Advantage: Creating and Sustaining Superior Performance2004management COMPETITIONPERFORMANCEINDUSTRIAL http://www.bibsonomy.org/bibtex/22895c14fd9738f5409271324e08cdabd/callagiallacallagialla2008-03-20T21:24:32+01:00MANAGEMENT <span style="color:#555555;">Arnold <a href="http://www.bibsonomy.org/author/Picot">Picot</a> and Ralf <a href="http://www.bibsonomy.org/author/Reichwald">Reichwald</a> and Rolf T. <a href="http://www.bibsonomy.org/author/Wigand">Wigand</a> </span><em>Gabler, </em><em>Wiesbaden, </em><em>5th rev. ed. edition, </em>(<em>2003</em>)Thu Mar 20 21:24:32 CET 2008Wiesbaden5th rev. ed.Die grenzenlose Unternehmung: Information, Organisation und Management2003MANAGEMENT Literaturverz. S. 583 - 633http://www.bibsonomy.org/bibtex/26f03754c35d746aa9c0b042a2c0bed9e/callagiallacallagialla2008-03-20T21:24:32+01:00Management Strategisches <span style="color:#555555;">G&#252;nter <a href="http://www.bibsonomy.org/author/Müller-Stewens">M&#252;ller-Stewens</a> and Christoph <a href="http://www.bibsonomy.org/author/Lechner">Lechner</a> </span><em>Sch&#228;ffer-P&#246;schel, </em><em>Stuttgart, </em><em>3rd rev. ed. edition, </em>(<em>2005</em>)Thu Mar 20 21:24:32 CET 2008Stuttgart3rd rev. ed.Strategisches Management: Wie strategische Initiativen zum Wandel führen2005Management Strategisches Literaturangaben Wovon hängt der Erfolg eines Unternehmens ab? Wie lassen sich Vorteile im Wettbewerb realisieren? Welche Strategien führen zu einem erfolgreichen Management? Von der Entwicklung einer Strategie über die Umsetzung bis hin zu ihren Auswirkungen beschreiben die Autoren ausführlich, worauf es im Rahmen des strategischen Managements ankommt! Als Orientierungshilfe dient ein flexibles Managementraster - der "General Management Navigator". Die einzelnen Kapitel enthalten zahlreiche Fallbeispiele und weiterführende Erläuterungen. Charts und andere Abbildungen tragen dazu bei, die Materie anschaulich zu vermitteln. Die Neuauflage wurde in der didaktischen Aufbereitung optimiert und um Themenbereiche wie Corporate Governance, Strategic Leadership, Funktionalstrategien und aktuelle Fallbeispiele erweitert.http://www.bibsonomy.org/bibtex/20143a971cebbaa69bd5924fe39c22d9f/callagiallacallagialla2008-03-20T21:24:32+01:00in management JapanIndustrial Communication JapanJAPANUnternehmenKommunikationMANAGEMENT organizations <span style="color:#555555;">Ikujiro <a href="http://www.bibsonomy.org/author/Nonaka">Nonaka</a> and Hirotaka <a href="http://www.bibsonomy.org/author/Takeuchi">Takeuchi</a> </span><em>Oxford University Press, </em><em>Oxford, </em>(<em>1995</em>)Thu Mar 20 21:24:32 CET 2008OxfordThe Knowledge - Creating Company: How Japanese Companies Create the Dynamics of Innovation1995in management JapanIndustrial Communication JapanJAPANUnternehmenKommunikationMANAGEMENT organizations Literaturangabenhttp://www.bibsonomy.org/bibtex/2fe484ddb70f0d6fae8788451b8416f95/callagiallacallagialla2008-03-20T21:24:32+01:00planningproject performance theorybusiness managementINDUSTRIAL practicemeasurement scorecard planningINDUSTRIAL organizationPROJECT management.balanced management managementLEADERSHIPSTRATEGIC BUSINESS <span style="color:#555555;">James <a href="http://www.bibsonomy.org/author/Norrie">Norrie</a> and Derek H.T. <a href="http://www.bibsonomy.org/author/Walker">Walker</a> </span><em>Project Management Journal</em><em>35(4):47-56</em>(<em>2004</em>)Thu Mar 20 21:24:32 CET 2008Project Management Journal447-56A BALANCED SCORECARD APPROACH TO PROJECT MANAGEMENT LEADERSHIP352004planningproject performance theorybusiness managementINDUSTRIAL practicemeasurement scorecard planningINDUSTRIAL organizationPROJECT management.balanced management managementLEADERSHIPSTRATEGIC BUSINESS In this paper, we discuss ways that project managers can use measurement (using a tool such as the balanced scorecard) to improve the operational performance of their project teams. Project managers will see that attaching measures to outcomes clarifies project objectives and supports well-defined and well-communicated links between the project vision and business strategy. These also enable project managers to more effectively monitor and control project activities for the purpose of improving project results. This paper reinforces the importance of strategy as an added dimension to the traditional triple constraint. We present this information through our comparison and survey of two projects undertaken by project teams at a large North American global telecommunications organization. The results of our study provide early evidence of the usefulness of the balanced scorecard (BSC) as a tool for improving project management effectiveness. Our study also shows that balanced performance measurement is an important technique for establishing on-strategy project delivery. We propose using this technique primarily as an extension of current practices by adding a strategic measurement dimension. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/25edb756411f76b51e2418c5c14b22456/callagiallacallagialla2008-03-20T21:20:07+01:00Strategisches ManagementNew innovations enterprises business ManagementImitatorTechnological Management <span style="color:#555555;">Gerhard <a href="http://www.bibsonomy.org/author/Schewe">Schewe</a> </span><em>Management von Forschung, Entwicklung und Innovation </em><em>Sch&#228;ffer-P&#246;schel, </em><em>Stuttgart, </em>(<em>1992</em>)Thu Mar 20 21:20:07 CET 2008StuttgartManagement von Forschung, Entwicklung und InnovationImitationsmanagement: Nachahmung als Option des Technologiemanagements101992Strategisches ManagementNew innovations enterprises business ManagementImitatorTechnological Management http://www.bibsonomy.org/bibtex/250f4e6da127d72e4f11326459f39bccb/callagiallacallagialla2008-03-20T21:20:07+01:00managementMANAGEMENTTECHNOLOGICAL industryINDUSTRIAL revolutionYoung motivationINCENTIVES management firmsfirm technology-based BUSINESS growthtechnology enterprisesEMPLOYEE in <span style="color:#555555;">R&#214;GNVALDUR J. <a href="http://www.bibsonomy.org/author/SAEMUNDSSON">SAEMUNDSSON</a> </span><em>International Journal of Innovation Management</em><em>8(4):399-429</em>(<em>2004</em>)Thu Mar 20 21:20:07 CET 2008International Journal of Innovation Management4399-429TECHNICAL KNOWLEDGE-SEEKING IN A YOUNG AND GROWING TECHNOLOGY-BASED FIRM:: INCENTIVES AND DIRECTION82004managementMANAGEMENTTECHNOLOGICAL industryINDUSTRIAL revolutionYoung motivationINCENTIVES management firmsfirm technology-based BUSINESS growthtechnology enterprisesEMPLOYEE in The purpose of the paper is to investigate technical knowledge-seeking activities in young and growing technology-based firms. Changes in technical knowledge-seeking activities were traced using a single illustrative case study of a young and growing technology-based firm. The results of the study show how strong commitment to the business concept of the emerging firm affected the direction of technical knowledge-seeking in a way that increases the vulnerability of the firm. New employees who were not as familiar with or committed to the original business concept brought with them different incentives for knowledge-seeking, which lead to search in new directions. These knowledge-seeking activities were important for the renewal of the firm's knowledge base. It is therefore suggested that differences in individual incentives may affect the direction of technical knowledge-seeking activities, and correspondingly, that multiple incentives are an important source of diversity in technical knowledge creation. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2ffdc97e3ea86044a0528631ef41e0c09/callagiallacallagialla2008-03-20T21:20:07+01:00management enterprisesOrganizational changePERSONNEL BUSINESS <span style="color:#555555;">Rosalind H. <a href="http://www.bibsonomy.org/author/Searle">Searle</a> and Kirstie S. <a href="http://www.bibsonomy.org/author/Ball">Ball</a> </span><em>Creativity &amp; Innovation Management</em><em>12(1):50-62</em>(<em>2003</em>)Thu Mar 20 21:20:07 CET 2008Creativity & Innovation Management150-62Supporting Innovation through HR Policy: Evidence from the UK122003management enterprisesOrganizational changePERSONNEL BUSINESS This paper focuses on the relationship between the importance of innovation for organizations and their human resources policy. Drawing on survey findings, we examine the coherence of organizations’ utilization of HR recruitment, training and performance management policies to support and enhance firms’ innovation performance. Through a social–psychological perspective, we situate our findings in two diverse areas: the psychological literature, exploring the measurement of innovation, and second, with regard to the internal (with each other) and external (with broader organizational objectives) integration of distinct HR policy elements. Our surveyed organizations indicate that, whilst attaching importance to innovation, they fail to consistently translate this importance into coherent HR policies. Typically, HR policy rewarded non-managerial employees for innovation, whilst managerial staff were expected to do so as a matter of course. This inconsistency is one source of resistance which blocks the generation of new ideas, and their implementation, organization-wide. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2c7a50103717c9c7339f6fe47af454ed7/callagiallacallagialla2008-03-20T21:20:07+01:00management Expert systems science)Database (Computer <span style="color:#555555;">Guus <a href="http://www.bibsonomy.org/author/Schreiber">Schreiber</a> and Hans <a href="http://www.bibsonomy.org/author/Akkermans">Akkermans</a> and Anjo <a href="http://www.bibsonomy.org/author/Anjewierden">Anjewierden</a> and Robert <a href="http://www.bibsonomy.org/author/Hoog">Hoog</a> and Nigel <a href="http://www.bibsonomy.org/author/Shadbolt">Shadbolt</a> and Walter <a href="http://www.bibsonomy.org/author/Velde">Velde</a> and Bob J. <a href="http://www.bibsonomy.org/author/Wielinga">Wielinga</a> </span><em>MIT Press, </em><em>Cambridge, Mass., </em><em>2nd ed. edition, </em>(<em>2002</em>)Thu Mar 20 21:20:07 CET 2008Cambridge, Mass.2nd ed.Knowledge Engineering and Management: The CommonKADS Methodology2002management Expert systems science)Database (Computer Includes bibliographical references and index The disciplines of knowledge engineering and knowledge management are closely tied. Knowledge engineering deals with the development of information systems in which knowledge and reasoning play pivotal roles. Knowledge management, a newly developed field at the intersection of computer science and management, deals with knowledge as a key resource in modern organizations. Managing knowledge within an organization is inconceivable without the use of advanced information systems; the design and implementation of such systems pose great organization as well as technical challenges. The book covers in an integrated fashion the complete route from corporate knowledge management, through knowledge analysis and engineering, to the design and implementation of knowledge-intensive information systems. The CommonKADS methodology, developed over the last decade by an industry-university consortium led by the authors, is used throughout the book. CommonKADS makes as much use as possible of the new UML notation standard. Beyond information systems applications, all software engineering and computer systems projects in which knowledge plays an important role stand to benefit from the CommonKADS methodology.