IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 136
... Innovative Investment Program Process Table. I. Purpose The Innovative Investment Program evolved out of a desire to achieve three goals : get new innovative ideas into the development pipeline ; grow the pool of technical talent that ...
... Innovative Investment Program Process Table. I. Purpose The Innovative Investment Program evolved out of a desire to achieve three goals : get new innovative ideas into the development pipeline ; grow the pool of technical talent that ...
Pagina 1
... innovative selling knowledge and activities are produced in an organization , by analyzing the case of ORIX Corporation , a high - performing Japanese leasing company . In searching for organizational factors that promote innovative ...
... innovative selling knowledge and activities are produced in an organization , by analyzing the case of ORIX Corporation , a high - performing Japanese leasing company . In searching for organizational factors that promote innovative ...
Pagina 5
... innovative , customer - oriented culture may come from the demands of independence , which meant that ORIX could not expect support from its parent companies in times of crisis . In other words , the decision by top management to place ...
... innovative , customer - oriented culture may come from the demands of independence , which meant that ORIX could not expect support from its parent companies in times of crisis . In other words , the decision by top management to place ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
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activities analysis application approach areas automation Balanced Scorecard benefits capabilities Cellular Manufacturing client communication companies competitive complex cost cycle cyclical software development data mart database decision defined development process economic effective employees Engineering enterprise environment evaluation example expected Expert Systems factors Fat Clients firms focus function Geographic Information Systems global goals identified impact implementation important improve increase industry information system integration interaction internal issues kenaf knowledge manufacturing methodology Object OOBIS operations organization organizational output paper parameters performance phase planning problems product development Project Management psychological contract radical innovation Re-Design Rensselaer Polytechnic Institute requirements role schedule sharing specific stage strategy structure success system supplier task TCAD team members technical Thin Clients value network variables Waterfall Model