IEEE International Engineering Management Conference, Volumes 1-2IEEE, 2005 |
Vanuit het boek
Resultaten 1-3 van 85
Pagina 473
... technical field . If the competitors input little , it means the market is quite shallow and it has little attractiveness for the new - enterers . If the competitors have an over - amount of options , it indicates that the competition ...
... technical field . If the competitors input little , it means the market is quite shallow and it has little attractiveness for the new - enterers . If the competitors have an over - amount of options , it indicates that the competition ...
Pagina 562
... technical information regarding the overall project , their work could easily be overloaded with integration tasks , thereby potentially disrupting their innovative design tasks . In Company Trucks , bridges were assigned to SPM . Due ...
... technical information regarding the overall project , their work could easily be overloaded with integration tasks , thereby potentially disrupting their innovative design tasks . In Company Trucks , bridges were assigned to SPM . Due ...
Pagina 911
... technical staff learns the new technology by participating in the training course or teaching oneself ; 2 ) the technical advisers of the company provide the technological consultation . So , the company has specially set up an expert's ...
... technical staff learns the new technology by participating in the training course or teaching oneself ; 2 ) the technical advisers of the company provide the technological consultation . So , the company has specially set up an expert's ...
Inhoudsopgave
eee 1716757 | 429 |
An Exploratory Study | 431 |
Business Strategy | 438 |
Copyright | |
59 andere gedeelten niet getoond
Overige edities - Alles bekijken
Veelvoorkomende woorden en zinsdelen
activities analysis approach architecture assets China cluster collaboration communication companies competitive complex components cost create cryptographic module CRYPTREC culture disruptive technologies dynamics E-innovation ecodesign economic effect employees empowerment Engineering Management enterprises environment evaluation factors firms framework function global IEEE impact implementation important improve improvisation increase individual industry innovation management integration interaction International investment Journal knowledge management knowledge sharing M-JPEG manufacturing mass customization mythical man-month open innovation operations option organization organizational organizational learning paper patents performance phase planning practices problem product development product innovation project management real options relationship requirements risk assessment role specific strategy structure success supply chain synergetic innovation tacit knowledge tasks team members technical Tevatron theory tool uncertainty University users ventures virtual teams Zhejiang University