IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 15
... strategy forms an increasingly important element of the strategic management of an organisation . This paper is concerned with articulating a formalised approach to technology strategy development that provides close ties with corporate ...
... strategy forms an increasingly important element of the strategic management of an organisation . This paper is concerned with articulating a formalised approach to technology strategy development that provides close ties with corporate ...
Pagina 16
requirements emerging from corporate and business strategy mission statements ; the identification of Strategic Technology Units ( STUs ) ; internal scrutiny and external scan ; and the formulation of broad and specific action programs ...
requirements emerging from corporate and business strategy mission statements ; the identification of Strategic Technology Units ( STUs ) ; internal scrutiny and external scan ; and the formulation of broad and specific action programs ...
Pagina 17
... strategy identification . Technology strategy evaluation and selection . 5. Technology strategy implementation . CORPORATE STRATEGY TECHNOLOGY STRATEGY Defining Strategic Mission Defining Technology Requirements Corporate Alignment Defining ...
... strategy identification . Technology strategy evaluation and selection . 5. Technology strategy implementation . CORPORATE STRATEGY TECHNOLOGY STRATEGY Defining Strategic Mission Defining Technology Requirements Corporate Alignment Defining ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
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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