http://www.bibsonomy.org/burst/user/callagialla/managementINDUSTRIALBibSonomy BuRST Feed for /user/callagialla/managementINDUSTRIAL2008-08-21T05:05:26+02:00http://www.bibsonomy.org/bibtex/2bf10ed94ef4996f555533bca1c8f6ec3/callagiallacallagialla2008-03-31T14:38:05+02:00productivityMANAGEMENTMANAGEMENT historySOCIAL sciences researchRESEARCHNATURAL managementINDUSTRIAL economicsOPERATIONS CONFLICT scienceMANAGERIAL <span style="color:#555555;">Richard <a href="http://www.bibsonomy.org/author/Whitley">Whitley</a> </span><em>Journal of Management Studies</em><em>21(4):369-390</em>(<em>1984</em>)Mon Mar 31 14:38:05 CEST 2008Journal of Management Studies4369-390THE SCIENTIFIC STATUS OF MANAGEMENT RESEARCH AS A PRACTICALLY-ORIENTED SOCIAL SCIENCE211984productivityMANAGEMENTMANAGEMENT historySOCIAL sciences researchRESEARCHNATURAL managementINDUSTRIAL economicsOPERATIONS CONFLICT scienceMANAGERIAL Management research or "science" is often understood to refer to the study of managerial problems by scientific methods or principles. Researchers see management science as the application of scientific methodology, or principles, to management decisions and Wagner suggests it is based on a scientific approach to problem solving for executive management. The second assumption of many proponents of management science involves, usually implicitly, the belief that the human world can be studied in the same way as the natural world to produce knowledge which is directly comparable to the natural sciences. This implies that the human world is not so radically distinct from other phenomena that knowledge of it cannot be obtained in comparable ways. Opponents of this belief take the view that because of the inherent meaningfulness of human action and its highly contextual nature it is impossible to acquire knowledge of the human world which is similar to that obtained of the natural world. Recently this debate about the sort of knowledge which is possible and desirable in the human sciences has penetrated studies of management and organizations. Management research or "science" is often understood to refer to the study of managerial problems by scientific methods or principles. Researchers see management science as the application of scientific methodology, or principles, to management decisions and Wagner suggests it is based on a scientific approach to problem solving for executive management. The second assumption of many proponents of management science involves, usually implicitly, the belief that the human world can be studied in the same way as the natural world to produce knowledge which is directly comparable to the natural sciences. This implies that the human world is not so radically distinct from other phenomena that knowledge of it cannot be obtained in comparable ways. Opponents of this belief take the view that because of the inherent meaningfulness of human action and its highly contextual nature it is impossible to acquire knowledge of the human world which is similar to that obtained of the natural world. Recently this debate about the sort of knowledge which is possible and desirable in the human sciences has penetrated studies of management and organizations.http://www.bibsonomy.org/bibtex/24fbaca0bf90f41f0aa0a3228d7ab75da/callagiallacallagialla2008-03-31T14:35:05+02:00projectsMANAGEMENT managementINDUSTRIAL development Research -- PROJECT <span style="color:#555555;">Mahmoud M. <a href="http://www.bibsonomy.org/author/Yasin">Yasin</a> and James <a href="http://www.bibsonomy.org/author/Martin">Martin</a> and Andrew <a href="http://www.bibsonomy.org/author/Czuchery">Czuchery</a> </span><em>Project Management Journal</em><em>31(2):20-30</em>(<em>2000</em>)Mon Mar 31 14:35:05 CEST 2008Project Management Journal220-30An Empirical Investigation of International Project Management Practices: The Role of International Experience312000projectsMANAGEMENT managementINDUSTRIAL development Research -- PROJECT Presents a study on the research results of a survey of 56 United States (U.S.) and 25 international construction project managers. Identification and analyzation of project management areas and related tools important to construction project management success; Results of the study showing that significant gaps exist betweenthe existing body of knowledge and the practice of international project management in relation to variables that are relevant to construction project management success.ABSTRACT FROM AUTHOR Abstract This paper reports the results of a survey of 56 United States (U.S.) and 25 international construction project managers. Project management areas and related tools important to important construction project management success are identified and analyzed. The results show that significant gaps exist between the existing body of knowledge and the practice of international project management in relation to variables that are relevant to construction project management success. Also reported are the differences between U.S. construction project managers and their international counterparts concerning the art and practice of project management. The implications of the findings of this study to business organizations and institutions of higher learning are examined in the context of a conceptual research framework. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/206d1f0b0033b8478ef5bf9a363e9cc24/callagiallacallagialla2008-03-20T21:24:32+01:00development managementtechnology innovationsDIFFUSIONCHINATAIWANIndustrial theory)INDUSTRIAL organization innovationtechnology (Economic managementINDUSTRIAL INDUSTRIAL policyTECHNOLOGICAL innovationindustry <span style="color:#555555;">Chang-Yung <a href="http://www.bibsonomy.org/author/Liu">Liu</a> and Jie <a href="http://www.bibsonomy.org/author/Yang">Yang</a> </span><em>International Journal of Innovation Management</em><em>7(4):443-473</em>(<em>2003</em>)Thu Mar 20 21:24:32 CET 2008International Journal of Innovation Management4443-473A COMPARATIVE ANALYSIS ON TECHNOLOGY INNOVATION & DIFFUSION SYSTEM AND INDUSTRIAL INNOVATION BETWEEN TAIWAN AND MAINLAND CHINA72003development managementtechnology innovationsDIFFUSIONCHINATAIWANIndustrial theory)INDUSTRIAL organization innovationtechnology (Economic managementINDUSTRIAL INDUSTRIAL policyTECHNOLOGICAL innovationindustry Backwardness at technological capabilities is a common problem for all developing regions. Among catching-up economies in the developing world, Taiwan and Mainland China have achieved remarkably rapid growth in the science and technology development. More interestingly, they have done so by adopting distinctly different model of innovation and diffusion strategy. In this study, we compare the performance of industrial innovation between Mainland China and Taiwan by using the framework of national technological capabilities which includes technology push, market pull, S&T and industrial policies, factor market, innovation and diffusion system. By considering the close relationship across the Taiwan Strait, implications of cooperation on technology innovation and high-tech industry development for these two regions are also explored. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/24078d31a9f20aae317b65d8224219a8b/callagiallacallagialla2008-03-20T21:24:32+01:00States procurementMANAGEMENTTECHNOLOGICAL managementINDUSTRIAL innovationsTECHNOLOGYUNITED enterprisesCONTRACTING outINDUSTRIAL BusinessBUSINESS <span style="color:#555555;">Jane C. <a href="http://www.bibsonomy.org/author/Linder">Linder</a> and Sirkka <a href="http://www.bibsonomy.org/author/Jarvenpaa">Jarvenpaa</a> and Thomas H. <a href="http://www.bibsonomy.org/author/Davenport">Davenport</a> </span><em>MIT Sloan Management Review</em><em>44(4):43-49</em>(<em>2003</em>)Thu Mar 20 21:24:32 CET 2008MIT Sloan Management Review443-49Toward an Innovation Sourcing Strategy442003States procurementMANAGEMENTTECHNOLOGICAL managementINDUSTRIAL innovationsTECHNOLOGYUNITED enterprisesCONTRACTING outINDUSTRIAL BusinessBUSINESS The article discusses key issues concerning companies' increasingly prevalent practice of using external sources for help with innovation in the United States. Business enterprises need to develop a blueprint for sourcing innovations instead of adopting an ad hoc approach to the issue. Other key issues discussed include the competitive necessity of continuous innovations for business organizations, the types of external channels for sourcing innovations and the establishment of organizational processes to execute an innovation sourcing strategy. The article discusses key issues concerning companies' increasingly prevalent practice of using external sources for help with innovation in the United States. Business enterprises need to develop a blueprint for sourcing innovations instead of adopting an ad hoc approach to the issue. Other key issues discussed include the competitive necessity of continuous innovations for business organizations, the types of external channels for sourcing innovations and the establishment of organizational processes to execute an innovation sourcing strategy.http://www.bibsonomy.org/bibtex/255c3d7fd094410cf3c670a6e5fb05e5c/callagiallacallagialla2008-03-20T21:24:32+01:009000TEAMSgoalsquality cultureinnovationattention assuranceorganizational businessINDUSTRIAL improvement in detailISO initiative CREATIVE productivityQUALITY ability organizationINDUSTRIAL to managementINDUSTRIAL <span style="color:#555555;">Eitan <a href="http://www.bibsonomy.org/author/Naveh">Naveh</a> and Miriam <a href="http://www.bibsonomy.org/author/Erez">Erez</a> </span><em>Management Science</em><em>50(11):1576-1586</em>(<em>2004</em>)Thu Mar 20 21:24:32 CET 2008Management Science111576-1586Innovation and Attention to Detail in the Quality Improvement Paradigm5020049000TEAMSgoalsquality cultureinnovationattention assuranceorganizational businessINDUSTRIAL improvement in detailISO initiative CREATIVE productivityQUALITY ability organizationINDUSTRIAL to managementINDUSTRIAL This study asserted that quality improvement (QI) requires the coexistence of two cultural values of innovation and attention to detail and proposed that their coexistence depends on the implementation of multiple QI practices. A longitudinal QI intervention, with five phases, consisting of multiple QI practices--ISO 9000, QI teams, quality goals, and coaching and communication by top management--was implemented. Participants were 425 employees working in 18 departments of four manufacturing plants. The QI practices were implemented in a different order in each one of the plants. Measures were assessed five times, at the end of each implementation phase. We used hierarchical linear models (HLM) to account for the nested structure of departments within the plants and the five repeated measures. Findings demonstrated that the above-mentioned QI practices had differential effects on innovation and attention to detail: ISO 9000 positively affected attention to detail but negatively affected innovation. Both QI teams and quality goals positively affected innovation. Thus, the multiple QI initiative enabled the coexistence of the two aforementioned cultural values. Both cultural values had a positive impact on performance quality and productivity and partially mediated the effects of ISO 9000 on productivity. ABSTRACT FROM AUTHOR Copyright of Management Science is the property of INFORMS: Institute for Operations Research 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) This study asserted that quality improvement (QI) requires the coexistence of two cultural values of innovation and attention to detail and proposed that their coexistence depends on the implementation of multiple QI practices. A longitudinal QI intervention, with five phases, consisting of multiple QI practices--ISO 9000, QI teams, quality goals, and coaching and communication by top management--was implemented. Participants were 425 employees working in 18 departments of four manufacturing plants. The QI practices were implemented in a different order in each one of the plants. Measures were assessed five times, at the end of each implementation phase. We used hierarchical linear models (HLM) to account for the nested structure of departments within the plants and the five repeated measures. Findings demonstrated that the above-mentioned QI practices had differential effects on innovation and attention to detail: ISO 9000 positively affected attention to detail but negatively affected innovation. Both QI teams and quality goals positively affected innovation. Thus, the multiple QI initiative enabled the coexistence of the two aforementioned cultural values. Both cultural values had a positive impact on performance quality and productivity and partially mediated the effects of ISO 9000 on productivity. ABSTRACT FROM AUTHOR Copyright of Management Science is the property of INFORMS: Institute for Operations Research 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/2fe484ddb70f0d6fae8788451b8416f95/callagiallacallagialla2008-03-20T21:24:32+01:00practicemeasurement managementLEADERSHIPSTRATEGIC scorecard organizationPROJECT theorybusiness managementINDUSTRIAL planningproject planningINDUSTRIAL management.balanced management BUSINESS performance <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 LEADERSHIP352004practicemeasurement managementLEADERSHIPSTRATEGIC scorecard organizationPROJECT theorybusiness managementINDUSTRIAL planningproject planningINDUSTRIAL management.balanced management BUSINESS performance 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/27aa22c036fb80ebdb046297ba30fde44/callagiallacallagialla2008-03-20T21:16:13+01:00productsPRODUCT COMMUNICATION management managementNEW in managementINDUSTRIAL <span style="color:#555555;">Marjan <a href="http://www.bibsonomy.org/author/Hummel">Hummel</a> and Wouter Van <a href="http://www.bibsonomy.org/author/Rossum">Rossum</a> and Onno <a href="http://www.bibsonomy.org/author/Omta">Omta</a> and Gijsbertus <a href="http://www.bibsonomy.org/author/Verkerke">Verkerke</a> and Gerhard <a href="http://www.bibsonomy.org/author/Rakhorst">Rakhorst</a> </span><em>Creativity &amp; Innovation Management</em><em>10(4):225-233</em>(<em>2001</em>)Thu Mar 20 21:16:13 CET 2008Creativity & Innovation Management4225-233Types and Timing of Inter-organizational Communication in New Product Development102001productsPRODUCT COMMUNICATION management managementNEW in managementINDUSTRIAL Explores the inter-organizational communication in a research and development project. Complexity of managing the communication between the participants involved in inter-organizational product development; Effective management practices in product development; Description of the periods of rapid change in the new product development process.http://www.bibsonomy.org/bibtex/2a5d1608948234deb3e27b1cdc4519863/callagiallacallagialla2008-03-20T21:14:41+01:00manufacturing managementINDUSTRIAL managementLEADERSHIPTECHNOLOGICAL abilityFACTORY systemsEXECUTIVE COMPUTER forecasting integrated <span style="color:#555555;">John E. <a href="http://www.bibsonomy.org/author/Ettlie">Ettlie</a> </span><em>Academy of Management Executive</em><em>4(4):7-20</em>(<em>1990</em>)Thu Mar 20 21:14:41 CET 2008Academy of Management Executive47-20What Makes a Manufacturing Firm Innovative?41990manufacturing managementINDUSTRIAL managementLEADERSHIPTECHNOLOGICAL abilityFACTORY systemsEXECUTIVE COMPUTER forecasting integrated In the quest for improved competitive position and longevity, domestic manufacturing is undergoing significant transformation. Why then are some manufacturing firms more innovative in both new processing technologies and administrative practice? Part of the answer lies in the experience profile of general managers. The results of a study of domestic manufacturing plants undergoing modernization shows that firms that have CEOs with manufacturing experience also are significantly more likely to implement an aggressive manufacturing technology policy. That is these firms strive to be first to try out new methods and equipment, are more likely to actively recruit new technical talent or develop this talent in-house, are committed to technological forecasting, and make customers aware of how modernizing the firm will benefit them. An aggressive manufacturing technology policy can make a big difference when the company begins its transformation. CEOs take calculated risks when they have manufacturing experience. Commitment to training during modernization is much greater when senior vice presidents and divisional general managers have manufacturing experience. This suggests that training and development is still very much a strategic concern in domestic manufacturing, although not as much as technology policy. Commitment is reflected in plans and practices for training and budgets for modernization. If training budgets do not reach at least 10 percent of project cost, commitment may be lacking. Direct labor savings resulting from modernization and automated assembly operations are more likely to be emphasized by traditional, senior managers. Divisional managers with manufacturing experience are less focused on labor savings as the result of modernization. The use of new manufacturing systems is much higher when divisional managers have manufacturing experience. These same managers are also likely to support administrative experiments to implement new flexible... ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management 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 the quest for improved competitive position and longevity, domestic manufacturing is undergoing significant transformation. Why then are some manufacturing firms more innovative in both new processing technologies and administrative practice? Part of the answer lies in the experience profile of general managers. The results of a study of domestic manufacturing plants undergoing modernization shows that firms that have CEOs with manufacturing experience also are significantly more likely to implement an aggressive manufacturing technology policy. That is these firms strive to be first to try out new methods and equipment, are more likely to actively recruit new technical talent or develop this talent in-house, are committed to technological forecasting, and make customers aware of how modernizing the firm will benefit them. An aggressive manufacturing technology policy can make a big difference when the company begins its transformation. CEOs take calculated risks when they have manufacturing experience. Commitment to training during modernization is much greater when senior vice presidents and divisional general managers have manufacturing experience. This suggests that training and development is still very much a strategic concern in domestic manufacturing, although not as much as technology policy. Commitment is reflected in plans and practices for training and budgets for modernization. If training budgets do not reach at least 10 percent of project cost, commitment may be lacking. Direct labor savings resulting from modernization and automated assembly operations are more likely to be emphasized by traditional, senior managers. Divisional managers with manufacturing experience are less focused on labor savings as the result of modernization. The use of new manufacturing systems is much higher when divisional managers have manufacturing experience. These same managers are also likely to support administrative experiments to implement new flexible... ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management 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/2c6da6b9cf93a326913c195b3dd5100a0/callagiallacallagialla2008-03-20T21:01:58+01:00managementINDUSTRIAL servicesNEW BUSINESS surveys development projectsINDUSTRIAL productsPRODUCT enterprisesCUSTOMER <span style="color:#555555;">Ulrike de <a href="http://www.bibsonomy.org/author/Brentani">Brentani</a> </span><em>Journal of Product Innovation Management</em><em>18(3):169-187</em>(<em>2001</em>)Thu Mar 20 21:01:58 CET 2008Journal of Product Innovation Management3169-187Innovative versus Incremental New Business Services: Different Keys for Achieving Success182001managementINDUSTRIAL servicesNEW BUSINESS surveys development projectsINDUSTRIAL productsPRODUCT enterprisesCUSTOMER In companies where new product development plays an important strategic role, managers necessarily contend with a portfolio of projects that range from high technology, new-to-the-world, innovations to relatively simple improvements, adaptations, line extensions, or imitations of competitive offerings. Recent studies indicate that achieving successful outcomes for projects that differ radically in terms of innovativeness requires that firms adjust theft NPD practices in line with the type of new product project they are developing. Based on a large-scale survey of managers knowledgeable about new product development in their firm, this study focuses on new business-to-business service projects in an attempt to gain insights about the influence of product innovativeness on the factors that are linked to new service success and failure. The research results indicate that there are a small number of "global" success factors which appear to govern the outcome of new service ventures, regardless of their degree of newness. These include: ensuring an excellent customer/need fit, involving expert front line personnel in creating the new service and in helping customers appreciate its distinctiveness and benefits, and implementing a formal and planned launch program for the new service offering. Several other factors, however, were found to play a more distinctive role in the outcome of new service ventures, depending on how really new or innovative the new service was. For low innovativeness new business services, the results suggest that managers can enhance performance by: leveraging the firm's unique competencies, experiences and reputation through the introduction of new services that have a strong corporate fit; installing a formal "stage-gate" new service development system, particularly at the front-end and during the design stage of the development process; and ensuring that efforts to differentiate services from competitive or past offerings do not lead to... [ABSTRACT FROM AUTHOR]