IEEE International Engineering Management ConferenceIEEE, 1994 |
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Pagina 159
... corporate level and should also lead to a more balanced portfolio of R & D projects in terms of temporal horizon of investments . Nevertheless , projects are generated at the business level and this may again prevent companies from ...
... corporate level and should also lead to a more balanced portfolio of R & D projects in terms of temporal horizon of investments . Nevertheless , projects are generated at the business level and this may again prevent companies from ...
Pagina 161
... corporate . he above analysis suggests that competence - based mpetition leads to a renewed conceptual framework r strategic management of technology and in rticular to assign corporate R & D a new role . This per studies major new ...
... corporate . he above analysis suggests that competence - based mpetition leads to a renewed conceptual framework r strategic management of technology and in rticular to assign corporate R & D a new role . This per studies major new ...
Pagina 162
... corporate . Identifying potential applications of existing competencies . As said above , competencies are essentially a set of knowledge that lead to multiple applications in terms of end products . A task of corporate R & D is also ...
... corporate . Identifying potential applications of existing competencies . As said above , competencies are essentially a set of knowledge that lead to multiple applications in terms of end products . A task of corporate R & D is also ...
Inhoudsopgave
Implementation | 2 |
Al Connelly Connelly Associates International | 13 |
Total Quality in Management Decision Making | 93 |
Copyright | |
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achieve activities Analytic Hierarchy Process application approach areas bisociative carrier characteristics chart communication competitive complex continuous improvement corporate cost creativity criteria database decision analysis defined effective employees Engineering Management environment evaluation factors FFRDCs Figure Finland focus functions global goals House of Quality identified IEEE implementation important increased individual industrial base innovative behavior input integrated internal leadership learning logistics manufacturing measure mentoring methodology metrics needs operations organization organizational organizational learning output performance phase planning potential problem problem-solving style product development project management Quality Function Deployment quality management quality system R&D management R&D projects relationship requirements responsibility Review risk selection specific strategic structure success systems thinking tasks technical Total Quality Management University