IEEE International Engineering Management ConferenceIEEE, 1996 |
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Pagina 140
It is critical to retain and control the firms core competencies , tacit knowledge , and critical parts of the value chain in order to capture the rewards of the market . To rely on others for core competencies exposes an enterprise to ...
It is critical to retain and control the firms core competencies , tacit knowledge , and critical parts of the value chain in order to capture the rewards of the market . To rely on others for core competencies exposes an enterprise to ...
Pagina 258
... competencies using arms - length transactions in a market . Therefore , firms are better off focusing on their core competencies and relying on others for complementary technologies ( Langlois 1992 ; Prahalad and Hamel 1990 ) . The web ...
... competencies using arms - length transactions in a market . Therefore , firms are better off focusing on their core competencies and relying on others for complementary technologies ( Langlois 1992 ; Prahalad and Hamel 1990 ) . The web ...
Pagina 259
... competencies and assets required for technology development , and , given the uncertainty regarding future importance of competencies , a redundancy of capabilities ; Continual evolution and reconfiguration , as learning occurs among ...
... competencies and assets required for technology development , and , given the uncertainty regarding future importance of competencies , a redundancy of capabilities ; Continual evolution and reconfiguration , as learning occurs among ...
Inhoudsopgave
Intelligent Software Agents As Tools For Managing Ethical Issues In Organisations Caused | 1 |
Management Information And Control System For Research Administration | 12 |
Towards A Better Human Resources Management Within The Virtual Corporation | 18 |
Copyright | |
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achieve activities analysis Analytic Hierarchy Process application approach assessment business processes capabilities communication competitive complex components concept coordination core cost culture cycle database decision defined discontinuous innovation economic effective electronic employees Engineering Management environment evaluation factors Figure firm's firms flexibility focus function goal identified IEEE impact implementation important improvement increased individual industry information systems information technology integration interaction internal investment involved issues iteration knowledge learning manufacturing methodology Multimedia objectives operations organizational organizational learning outsourcing paper participants partners performance personal computers planning problem product development project management Quality Function Deployment relationship requirements response Review role solution specific standards strategic management strategy structure suppliers task team members technical telecommunications utilized virtual corporation virtual enterprise virtual organization virtual teams