http://www.bibsonomy.org/burst/user/callagialla/management,BibSonomy BuRST Feed for /user/callagialla/management,2008-10-16T09:01:54+02:00 EBSCOhost http://www.bibsonomy.org/bibtex/29981ce43e792bab13b569809177aa553/callagiallacallagialla2008-06-02T18:31:31+02:00studies, COLLEGE & STUDY education in RESEARCH, METHODOLOGY, CASE education, methods, INDUSTRIAL MANAGEMENT, QUALITATIVE method, TEACHERS, COMMUNICATION teaching, BUSINESS management, TEACHING teachers, research, <span style="color:#555555;">Arch R. <a href="http://www.bibsonomy.org/author/Dooley">Dooley</a> und Wickham <a href="http://www.bibsonomy.org/author/Skinner">Skinner</a> </span><em>Academy of Management Review</em><em>2(2):p277 - 288</em>(<em>19770401</em>)Mon Jun 02 18:31:31 CEST 2008Academy of Management Review2p277 - 288Casing Casemethod Methods.219770401studies, COLLEGE & STUDY education in RESEARCH, METHODOLOGY, CASE education, methods, INDUSTRIAL MANAGEMENT, QUALITATIVE method, TEACHERS, COMMUNICATION teaching, BUSINESS management, TEACHING teachers, research, In this article the authors acknowledge the wide variety of case method approaches to conducting research as well as the numerous ways the technique is used as a teaching tool. They attempt to open up a dialogue between academics and discuss the various uses of the case method in order to establish a wider variety of educational techniques in management education. They authors relate their experience of sitting in on several classes where the teacher made use of the case method and discuss the differences and similarities they noticed. They discuss several of the different instructor styles they viewed such as the facilitator instructor, the coach instructor, the quarterback instructor and the demonstrator instructor. http://www.bibsonomy.org/bibtex/28b1dddddf3724712df9c3bbac388e0d0/callagiallacallagialla2008-03-20T21:20:07+01:00Community, Agent, Media Management: Communication Reference Model, Medium, Management, <span style="color:#555555;">Beat <a href="http://www.bibsonomy.org/author/Schmid">Schmid</a> und Salome <a href="http://www.bibsonomy.org/author/Schmid-Isler">Schmid-Isler</a> </span>(<em>2004</em>)Thu Mar 20 21:20:07 CET 2008Konzepte von Beat F. Schmid 1997-2003. Ein Überblick2004Community, Agent, Media Management: Communication Reference Model, Medium, Management, Prof. Beat F. Schmid, Gründer des Instituts für Medien- und Kommunikatinsmanagement der Unversität St. Gallen, hat eine Reihe innovativer Konzepte entwickelt, die in seinen Schriften und denen seiner Doktoranden und Habilitanden Eingang fanden. Die vorliegende alphabetische Zusammenstellung seiner Konzepte dient als Überblick und Einstieg in seine Beiträge zum Medien- und Kommunikationsmanagement (Hrsg. von Salome Schmid-Isler, April 2004) ................ INHALT: ............ Die 3-stufige Kognition ............ Das Agentenmodell ............ Community und digital Community ............ IKT: Informationsobjekte und -sphäre ............ Implementation I und II im Medienmanagement ............ Information und Wissen ............ Kommunikation ............ Kommunikationsmanagement ............ Das Medienkonzept ............ Medienmanagement ............ Das Medien-Referenz-Modell (Medienrahmenmodell: MRM) ............ Das Wissensmedium NetAcademy ............ Produkt I und II im Medienmanagement ............ Das Kalkül Quantor ............ Reputation und Image ............ Der Stakeholder-Ansatz ............ Die Theatermetapher als Modell für das Design digitaler Produkte(O-I-L + K-Design) ............ Welten I und II im Medienmanagementhttp://www.bibsonomy.org/bibtex/2b99c2910fc21b9a1f2d6ee54dedec37c/callagiallacallagialla2008-03-20T21:14:41+01:00products, MARKETING CIC COMMERCIAL TECHNOLOGICAL Methodology NEW surfing, KITE strategy, RESOURCE innovations management, <span style="color:#555555;">Nikolaus <a href="http://www.bibsonomy.org/author/Franke">Franke</a> und Eric Von <a href="http://www.bibsonomy.org/author/Hippel">Hippel</a> und Martin <a href="http://www.bibsonomy.org/author/Schreier">Schreier</a> </span><em>Journal of Product Innovation Management</em><em>23(4):301-315</em>(<em>2006</em>)Thu Mar 20 21:14:41 CET 2008Journal of Product Innovation Management4301-315Finding Commercially Attractive User Innovations: A Test of Lead-User Theory232006products, MARKETING CIC COMMERCIAL TECHNOLOGICAL Methodology NEW surfing, KITE strategy, RESOURCE innovations management, Firms and governments are increasingly interested in learning to exploit the value of lead-user innovations for commercial advantage. Improvements to lead-user theory are needed to inform and to guide these efforts. The present study empirically tests and confirms the basic tenets of lead-user theory. It also uncovers some new refinements and related practical applications. Using a sample of users and user–innovators drawn from the extreme sport of kite surfing, an analysis was made of the relationship between the commercial attractiveness of innovations developed by users and the intensity of the lead-user characteristics those users display. A first empirical analysis is provided of the independent effects of its two key component variables. In the empirical study of user modifications to kite-surfing equipment, it was found that both components independently contribute to identifying commercially attractive user innovations. Component 1, the high expected-benefits dimension, predicts innovation likelihood, and component 2, the ahead of the trend dimension, predicts both the commercial attractiveness of a given set of user-developed innovations and innovation likelihood due to a newly proposed innovation supply side effect. It was concluded that the component variables in the lead-user definition are indeed independent dimensions, so neither can be dropped without loss of information—an important matter for lead-user theory. It also was found that adding measures of users' local resources can improve the ability of the lead-user construct to identify commercially attractive innovations under some conditions. The findings reported here have practical as well as theoretical import. Product modification and development has been found to be a relatively common user behavior in many fields. Thus, from 10 to nearly 40 percent of users report having modified or developed a product for in-house use in the case of industrial products or for personal use... ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation 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) Firms and governments are increasingly interested in learning to exploit the value of lead-user innovations for commercial advantage. Improvements to lead-user theory are needed to inform and to guide these efforts. The present study empirically tests and confirms the basic tenets of lead-user theory. It also uncovers some new refinements and related practical applications. Using a sample of users and user–innovators drawn from the extreme sport of kite surfing, an analysis was made of the relationship between the commercial attractiveness of innovations developed by users and the intensity of the lead-user characteristics those users display. A first empirical analysis is provided of the independent effects of its two key component variables. In the empirical study of user modifications to kite-surfing equipment, it was found that both components independently contribute to identifying commercially attractive user innovations. Component 1, the high expected-benefits dimension, predicts innovation likelihood, and component 2, the ahead of the trend dimension, predicts both the commercial attractiveness of a given set of user-developed innovations and innovation likelihood due to a newly proposed innovation supply side effect. It was concluded that the component variables in the lead-user definition are indeed independent dimensions, so neither can be dropped without loss of information—an important matter for lead-user theory. It also was found that adding measures of users' local resources can improve the ability of the lead-user construct to identify commercially attractive innovations under some conditions. The findings reported here have practical as well as theoretical import. Product modification and development has been found to be a relatively common user behavior in many fields. Thus, from 10 to nearly 40 percent of users report having modified or developed a product for in-house use in the case of industrial products or for personal use... ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation 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)