IEEE International Engineering Management ConferenceIEEE, 1994 |
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Pagina 159
... strategic framework and R & D and business strategies result integrated corporatewide . By an organisational point of view , this approach brings that R & D strategy formulation needs to be paid attention by top management at both ...
... strategic framework and R & D and business strategies result integrated corporatewide . By an organisational point of view , this approach brings that R & D strategy formulation needs to be paid attention by top management at both ...
Pagina 186
... strategies on the success of the company . 4.2 The Porter model Another view on the determination of a competitive strategy is achieved when examining the strategic subject as related to the strategic advantage . Internal factors form ...
... strategies on the success of the company . 4.2 The Porter model Another view on the determination of a competitive strategy is achieved when examining the strategic subject as related to the strategic advantage . Internal factors form ...
Pagina 188
... STRATEGY Information technology as part of a company can be examined from both a strategic and operational point of view . Models and concepts used in business and marketing strategies may be utilized in the examination . Information ...
... STRATEGY Information technology as part of a company can be examined from both a strategic and operational point of view . Models and concepts used in business and marketing strategies may be utilized in the examination . Information ...
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