BibSonomy publications for /user/callagialla/COMPUTERSun Apr 20 17:09:05 CEST 2008MIS Quarterly3p661 - 678Enhancing the design of web navigation systems: The influence of user disorientation on engagement and performance3020060901WWW ecommerce OpenResearch computer internet This paper draws on research from a wide literature base to develop a model relating Web navigation systems, disorientation, engagement, user performance, and intentions. The model is tested in an experimental study examining the effects of one simple and two global navigation systems. Although well-accepted design guidelines were followed for the first global navigation system, it was not superior to the simple system. However, the second global navigation system resulted in lower disorientation than the simple system. Based on the study's results, two design guidelines to govern the development of future Web-based systems are suggested. Readers need a sense of context, of their place within an organization of information. In paper documents this sense of "where you are" is a mixture of graphic and editorial organizational cues supplied by the graphic design of the book, the organization of the text, and the physical sensation of the book as an object. Electronic documents provide noMon Mar 31 14:42:32 CEST 2008Project Management Journal333-43Project Management in North America, Stability of the Concepts312000COMPUTER softwarePROJECT managementMANAGEMENT Presents information on a study which explored project management literature by the method of associated words and the Leximappe software.Evolution of the field of project management; Themes of project management literature; Problems associated with the evolution of the field.ABSTRACT FROM AUTHOR Abstract The field of project management has undergone very important developments during the last 10 years, if one considers the very large amount of activities that it has generated and continues to generate (papers in journals, dedicated journals, books, meetings, applications, etc.). Even if project management has reached some maturity--due to the construction of a common referential, a common body of knowledge called A Guide to the Project Management Body of Knowledge (PMBOKregistered mark Guide)--its future is subject to questions and debate among its researchers. What is the evolution of the field? What is its structure? Is it integrating new topics that correspond to management by project? In order to answer such questions at least partially, we have studied project management literature by the method of associated words (scientometric analysis) and the software, "Leximappe." All the papers that are relative to project management and included in the bibliographic ABI-INFORM database from 1987 to 1996 have been analyzed. In this paper; we present the main results of this study.Keytwords: scientometric analysis; management by projects; project management concepts [ABSTRACT FROM AUTHOR]Thu Mar 20 21:20:07 CET 2008Technology Review220-20Disruptive Incrementalism1072004innovationsPRODUCT designAPPLE (Computer)APPLE cleanersIMAC PRODUCT managementTECHNOLOGICAL Inc.DYSON, computerVACUUM Computer James Explores the concept of disruptive incremental innovation in a business.Effects of incremental innovations on business; Study on disruptive incrementalism in the case of Apple Computer's iMac computers; Effect of the plastic repackaging done by Apple to an existing product on the company's sales and share price; Response of the competitors and customers of Apple to the introduction of the iMAC which came in different colors; Incremental innovation in transparent vacuum cleaners introduced by James Dyson in 1993.Thu Mar 20 21:16:13 CET 2008Organization Science4435-449Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence122001-- software COMPUTER approach work in learning the DevelopmentTEAMS educationPERFORMANCETEAM workplaceAMBITIONGROUP Development.teamwork educationGERMANYinnovationSoftware An extensive body of literature indicates the importance of teamwork to the success of innovative projects. This growing awareness, that “good teamwork” increases the success of innovative projects, raises new questions: What is teamwork, and how can it be measured? Why and how is teamwork related to the success of innovative projects? How strong is the relationship between teamwork and various measures of project success such as performance or team member satisfaction? This article develops a comprehensive concept of the collaboration in teams, called Teamwork Quality (TWQ). The six facets of the TWQ construct, i.e., communication, coordination, balance of member contributions, mutual support, effort, and cohesion, are specified. Hypotheses regarding the relationship between TWQ and project success are tested using data from 575 team members, team leaders, and managers of 145 German software teams. The results of the structural equation models estimated show that TWQ (as rated by team members) is significantly associated with team performance as rated by team members, team leaders, and team-external managers. However, the magnitude of the relationship between TWQ and team performance varies by the perspective of the performance rater, i.e., manager vs. team leader vs. team members. Furthermore, TWQ shows a strong association with team members' personal success (i.e., work satisfaction and learning). ABSTRACT FROM AUTHOR Copyright of Organization 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) An extensive body of literature indicates the importance of teamwork to the success of innovative projects. This growing awareness, that “good teamwork” increases the success of innovative projects, raises new questions: What is teamwork, and how can it be measured? Why and how is teamwork related to the success of innovative projects? How strong is the relationship between teamwork and various measures of project success such as performance or team member satisfaction? This article develops a comprehensive concept of the collaboration in teams, called Teamwork Quality (TWQ). The six facets of the TWQ construct, i.e., communication, coordination, balance of member contributions, mutual support, effort, and cohesion, are specified. Hypotheses regarding the relationship between TWQ and project success are tested using data from 575 team members, team leaders, and managers of 145 German software teams. The results of the structural equation models estimated show that TWQ (as rated by team members) is significantly associated with team performance as rated by team members, team leaders, and team-external managers. However, the magnitude of the relationship between TWQ and team performance varies by the perspective of the performance rater, i.e., manager vs. team leader vs. team members. Furthermore, TWQ shows a strong association with team members' personal success (i.e., work satisfaction and learning). ABSTRACT FROM AUTHOR Copyright of Organization 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)Thu Mar 20 21:16:13 CET 2008Technovation10805-818The post mortem of a complex product development—lessons learned242004IndustrialTECHNOLOGICAL mortemTime marketSynchronized post devicesNew programsNEW COMPUTER developmentProject product innovationsELECTROMECHANICAL to productsResearch, Development The article summarizes the results of the program post mortem and also describes team interplay on a recently completed work in a company. This development phase was meant to ensure building a safe product. It was phase 2 of a 4-phase New Product Development (NPD) program for a complex small programmable, electro-mechanical-chemical device. This phase was initiated following the failure of phase 1 of NPD as it ended with the product failing and an individual sustaining some injuries. Phase 1 dealt with proof of concept, essentially trying to prove the theory behind air bursting technology. The Product Development Team (PDT) compared what was planned with what actually happened. An analysis was then carried out for the project’s successes as well as the mistakes that were made. The PDT suggested ideas for improvements that could be incorporated during phase 3 (engineering development of the product) of this program. A number of lessons learned from phase 2 (that is, affirmation of product safety) would benefit future phases (phases 3 and 4) and also other new product development initiatives in terms of realizing significant time and cost savings. Phase 4 deals with low rate initial production. Copyright 2004 Elsevier Copyright of Technovation is the property of Pergamon Press - An Imprint of Elsevier Science 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) The article summarizes the results of the program post mortem and also describes team interplay on a recently completed work in a company. This development phase was meant to ensure building a safe product. It was phase 2 of a 4-phase New Product Development (NPD) program for a complex small programmable, electro-mechanical-chemical device. This phase was initiated following the failure of phase 1 of NPD as it ended with the product failing and an individual sustaining some injuries. Phase 1 dealt with proof of concept, essentially trying to prove the theory behind air bursting technology. The Product Development Team (PDT) compared what was planned with what actually happened. An analysis was then carried out for the project’s successes as well as the mistakes that were made. The PDT suggested ideas for improvements that could be incorporated during phase 3 (engineering development of the product) of this program. A number of lessons learned from phase 2 (that is, affirmation of product safety) would benefit future phases (phases 3 and 4) and also other new product development initiatives in terms of realizing significant time and cost savings. Phase 4 deals with low rate initial production. Copyright 2004 Elsevier Copyright of Technovation is the property of Pergamon Press - An Imprint of Elsevier Science 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)Thu Mar 20 21:16:13 CET 2008IEEE Software343-49Combining Agile Methods with Stage-Gate Project Management222005programmersCONSUMERSPROJECT engineering managementSPECIFICATIONSWORK environmentSOFTWARE COMPUTER The article cites a study which discusses the benefits and pitfalls of integrating agile methods with stage-gate management models. The software engineering community has generally viewed agile methods favorably. The focus on simplicity, programmers and products empowers the technical staff and gives a back-to-basics sense to their work. This contrasts starkly with process-oriented and maturity-oriented approaches, such as CMM, which empower management and quality departments by adding procedures and standards to improve products. The agile practice of splitting tasks into small, easily managed, packages made it easy to focus. Teams experienced less confusion and expressed a sense of having their work under control. This practice also all but eliminated the problem that requirements changes pose under traditional engineering processes, which require system replanning, redesign and recoding. The teams also reported better understanding of the system's technical inner workings. The agile requirement to identify a customer representative worked well with the stage-gate model. The article cites a study which discusses the benefits and pitfalls of integrating agile methods with stage-gate management models. The software engineering community has generally viewed agile methods favorably. The focus on simplicity, programmers and products empowers the technical staff and gives a back-to-basics sense to their work. This contrasts starkly with process-oriented and maturity-oriented approaches, such as CMM, which empower management and quality departments by adding procedures and standards to improve products. The agile practice of splitting tasks into small, easily managed, packages made it easy to focus. Teams experienced less confusion and expressed a sense of having their work under control. This practice also all but eliminated the problem that requirements changes pose under traditional engineering processes, which require system replanning, redesign and recoding. The teams also reported better understanding of the system's technical inner workings. The agile requirement to identify a customer representative worked well with the stage-gate model.Thu Mar 20 21:14:41 CET 2008New YorkVisualization: The Second Computer Revolution1989graphics Computer Thu Mar 20 21:14:41 CET 2008Academy of Management Executive47-20What Makes a Manufacturing Firm Innovative?41990systemsEXECUTIVE managementLEADERSHIPTECHNOLOGICAL COMPUTER manufacturing managementINDUSTRIAL forecasting integrated abilityFACTORY 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)Thu Mar 20 21:01:58 CET 2008Industry & Innovation131-64Collaborative Public Space in a National Innovation System: A Case Study of the Israeli Military's Impact on the Software Industry122005centersDIFFUSION innovationcollective networksISRAELsystems innovationsPUBLIC clustersstate-industry innovationsCOMMUNITY learningtechnological spacesSOCIAL of interactions COMPUTER industryTECHNOLOGICAL upgradingindustrial software Both systems of innovation and cluster theories emphasize the importance of institutions that facilitate learning and information diffusion as well as community building for the continuous success of industrial systems. Nevertheless, they fail to combine their insights into a general system-level understanding. In order to fill this gap the concept of collaborative public space (CPS) is defined. It is then used to analyze the Israeli military's role within the Israeli IT industry, employing the case study method to analyze a specific section of the military--MAMRAM--the main programming, software engineering, and computer users training unit. The paper's main findings are that, contrary to the commonly argued view, which sees the military mainly as a supplier of factors of production such as high skilled labor, or technological spin-offs, the military has been playing a critical role in the continuing success of the high-tech industry by providing it with a CPS. The military acts as an important center of information gathering, processing, and dissemination for the Israeli software innovation system, as the originator and strengthener of many social networks, and as the connecting node between various weakly tied social networks. [ABSTRACT FROM AUTHOR]Thu Mar 20 21:01:58 CET 2008Handbook of Logic in Computer ScienceVol. 5Logic and algebraic methods1992-2000LogikTheoretische mathematicalMathematische and Computer scienceLogic, Informatik Symbolic Literaturangaben