IEEE International Engineering Management ConferenceIEEE, 1998 |
Vanuit het boek
Resultaten 1-3 van 72
Pagina 143
... perspective , and the innovation and learning perspective ( Fig . 1 ) . The financial objectives represent the long - term strategic theme of the organi- zation . The objectives in other perspectives should be linked to one or more ...
... perspective , and the innovation and learning perspective ( Fig . 1 ) . The financial objectives represent the long - term strategic theme of the organi- zation . The objectives in other perspectives should be linked to one or more ...
Pagina 250
... perspective in terms of finding the appropriate balance between sets of polarities . Getting the best of both ... perspective ) 2. what must we excel at ? ( the internal perspective ) 3. can we continue to improve and create value ...
... perspective in terms of finding the appropriate balance between sets of polarities . Getting the best of both ... perspective ) 2. what must we excel at ? ( the internal perspective ) 3. can we continue to improve and create value ...
Pagina 442
... perspective to manage risk in the area of an disruptive technology . Firms working in an area of disruptive technology , such as Micro Electro - Mechanical Systems ( MEMS ) , are now regularly making choices on projects which focus on ...
... perspective to manage risk in the area of an disruptive technology . Firms working in an area of disruptive technology , such as Micro Electro - Mechanical Systems ( MEMS ) , are now regularly making choices on projects which focus on ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
44 andere gedeelten niet getoond
Overige edities - Alles bekijken
Veelvoorkomende woorden en zinsdelen
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