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Creation Process (creation + process)
Selected AbstractsThe New Corporate Vehicle Societas Europaea (SE): consequences for European corporate governanceCORPORATE GOVERNANCE, Issue 2 2007Caspar Rose This article presents an analysis of the newly created European company Societas Europaea (SE) focusing on the consequences for European corporate governance. The SE offers the possibility to organise the management of a SE as a one-tier, or alternatively a two-tier, system. It is argued that this flexibility will not result in a single board system prevailing in equilibrium, but instead this choice will be made depending on each firm's business environment. Thus, the SE gives the management the option to incorporate in another member state. As argued, this will, eventually, lay the ground for a European market for incorporations. Important issues such as investor protection and dual-class voting shares are also analysed. The most controversial topic in the creation process of the SE was the role of the employees. The article completes with a discussion of the employees' role in relation to the opponent doctrines of shareholder vs stakeholder value. [source] Knowledge transfer barriers between research and development and marketing groups within Taiwanese small- and medium-sized enterprise high-technology new product development teamsHUMAN FACTORS AND ERGONOMICS IN MANUFACTURING & SERVICE INDUSTRIES, Issue 6 2008Chung-Ming Huang This article reports on efforts to explore barriers to the transfer of knowledge from provider to seeker and the role of knowledge management strategies during the new product development (NPD) period. The study used the cultural-historical activity theory (CHAT) framework from Hasan and Gould (2001) to examine the cross-functional knowledge creation process and details surrounding the concept of stickiness (Szulanski, 1996). Strategies we observed can be categorized as being classical or processual oriented (Whittington, 1993). We describe how NPD teams can reduce barriers by aligning strategies in the four knowledge-creation steps: socialization, externalization, combination, and internalization. This CHAT framework was verified on the basis of samples from 107 Taiwanese NPD teams. Results show that the barriers differed among stages within the NPD period. During the transfer process, the processual strategy reduced barriers to knowledge transfer during the planning, developing, and commercialization stages of the NPD period. In contrast, the classical strategy was shown only to have a positive effect during the marketing stage. Survey results also showed that the highly formalized communication model and periodic meetings advocated by Song and colleagues (Song, Sabrina, & Zhao, 1996; Song, van der Bji, & Weggeman, 2005) and Ingelgard, Roth, Shani, and Styhre (2002) were gradually replaced by bounded transfer and a less formalized approach. These preliminary results suggest that if team leaders can use classical and processual strategies in real time, the barriers to the transfer of knowledge from provider to seeker in the four steps of the NPD period can be effectively reduced. © 2008 Wiley Periodicals, Inc. [source] THE CEO: A VISIBLE HAND IN WEALTH CREATION?JOURNAL OF APPLIED CORPORATE FINANCE, Issue 3 2000C. K. Prahalad Commensurate with the growth of their pay packages and public visibility, the role of the CEO in the corporate value creation process has increased significantly in recent years. This article argues that sustained wealth creation in a corporation has three distinct elements. The first and most basic is the selection of the lines of business in which to operate; this element is probably the most visible manifestation of CEO action in large corporations today. The second element is the value creation model, which answers the question: How is this particular set of businesses expected to add value over and above the sum of the values of each business or asset category standing alone? The third element is the internal governance system, which establishes the corporate structure and administrative processes of the firm and, perhaps even more important, defines the corporate values that drive the strategic and operational priorities of the different business units. The authors suggest that the essence of the work of the CEO is to develop and maintain a balanced relationship among these three elements of wealth creation and to ensure that the relationship evolves in the face of changing circumstances. CEOs are inevitably faced with dilemmas in managing this process,in particular, the need to balance continuity and change and to maintain the integrity of short-term performance disciplines while encouraging not only investment in growth opportunities (which can hurt near term performance), but also experimentation and collaboration among business units (which are difficult to measure and reward with most performance measurement and incentive schemes). Adding to the difficulties of managing such dilemmas, visibility and a strong public image are often thrust upon (if not sought by) CEOs, who must then determine how they can use that image to strengthen the commitment of their employees and investors. [source] The WikiID: An Alternative Approach to the Body of KnowledgeJOURNAL OF INTERIOR DESIGN, Issue 2 2009Hannah Rose Mendoza M.F.A. ABSTRACT A discussion of the locus of design knowledge is currently underway as well as a search for clear boundaries defined by a formal Body of Knowledge (BoK). Most attempts to define a BoK involve the creation of "jurisdictional boundaries of knowledge" that "allow those who possess this knowledge to claim authority over its application" (Guerin & Thompson, 2004, p. 1). This claim is attractive but such control may no longer be an option in the Internet Age, when even the call for the discussion of the BoK definition process is on the Web. Marshall-Baker (2005) argued that "the moment knowledge is bordered it is no longer knowledge" (p. xiv). Whereas data and information are easily captured and generalized, knowledge is specific to users and their evolving understandings, implying purposeful application over time. This paper explores knowledge as process transcending boundaries and seeks to answer not "where" the locus lies but rather "what" that locus could be. Using a feminist framework, I argue that in conjunction with the work done thus far we should move toward the creation of an inclusive model for the BoK. In such a model, the value of the profession is felt as a result of inclusion in and interaction with the knowledge creation process. I propose that the BoK should not be a printed document, but a Web-based organizational system that supports change and innovation. Wikipedia provides this type of inclusive, mutable system, and the same framework could be applied to the creation of a systemic BoK. I call this creation the WikiID. [source] The Impact of Profit Sharing on the Performance of Financial Services Firms*JOURNAL OF MANAGEMENT STUDIES, Issue 4 2005Michel Magnan abstract Relying on macro theories (agency and organizational control) as well as micro theories (goal setting and expectancy), this study investigates the impact of profit-sharing plan (PSP) adoption on the value creation process of financial services firms. The study relies on a comprehensive methodological approach that is both quantitative, with a dual cross-sectional/longitudinal (pre-post) design that compares PSP adopters with a control group of PSP non-adopter firms, and qualitative through interviews with some adopting firms' managing directors. Results show that firms adopting a PSP enhance their profitability in comparison to both their own prior performance and to firms that are not adopting a PSP. Results also show that the adoption of a PSP: (a) positively influences only profit drivers that are under employee control; and (b) is more likely to have a long term, positive impact on external profit drivers than on internal profit drivers. Qualitative data from field interviews corroborate and enrich these quantitative findings. [source] Venture Creation Speed and Subsequent Growth: Evidence from South AmericaJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2010Joan-Lluis Capelleras Though time is an important dimension of the venture creation process, our understanding of why some entrepreneurs are able to act more quickly than others is limited. Equally, not much is known about the relationship between venture creation speed and the subsequent venture growth. In this paper, we use a resource-based perspective to provide insights into the factors that quicken or retard venture creation and to explore how speed impacts on subsequent growth. This is important because the topic remains generally underresearched and because even less is understood about venture creation speed in the context of South American economies. Data were collected from face-to-face interviews with 647 entrepreneurs in Argentina, Brazil, Chile, and Peru. Using a multivariate regression framework, we find that entrepreneurs make use of their human and social capital resources to shape the speed by which their venture is created. Moreover, their perceptions of unfavorable environmental conditions seem to retard venture creation. Findings also suggest that entrepreneurs who take more time to create a more solid resource base tend to receive better growth outcomes. Implications from the findings are discussed. [source] The Architecture Improvement Method: cost management and systemic learning about strategic product architecturesR & D MANAGEMENT, Issue 5 2007Petra C. De Weerd-Nederhof The architecture improvement method (AIM) is a method for multidisciplinary product architecture improvement, addressing uncertainty and complexity and incorporating feedback loops, facilitating trade-off decision making during the architecture creation process. The research reported in this paper demonstrates the ability of the AIM to contribute to cost management and systemic learning in the creation of strategic product architectures, throughout the entire product life cycle. Application of the method in five case studies within two divisions of Royal Philips Electronics shows that in cases of medium uncertainty, substantial cost management benefits can be achieved and that the AIM facilitates systemic learning through the accumulation of architectural competence, thus facilitating organizational memory. [source] DartBoards and Clovers as new tools in sustainability planning and controlBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 7 2007Massimiliano Bonacchi Abstract Among organizations that recognize that a multidimensional perspective is necessary to integrate stakeholder needs into a long term value creation process, only in a few cases are performance measurement systems able to integrate financial indicators with social and environmental metrics. This paper first discusses the sustainability concept for management accounting purposes. After reviewing the literature addressing performance measurement system issues, the paper offers a view as to how implementation of management accounting for sustainability could progress. We suggest a performance measurement system based on two managerial instruments that organize a set of primary and secondary measures, connected with stakeholder satisfaction, and are able to detect and articulate both win,win and trade-off situations. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source] NTT DoCoMo's Launch of I-Mode in the Japanese Mobile Phone Market: A Knowledge Creation Perspective*JOURNAL OF MANAGEMENT STUDIES, Issue 1 2007Vesa Peltokorpi abstract While innovation and knowledge creation processes and context are interlinked in the real world, scholars frequently ignore or separate context from knowing due to an entrenched sense of ontological and analytical dualism. This paper builds on the organizational knowledge creation theory (Nonaka, 1994) to provide a holistic view of contextual innovation and knowledge creation processes. The phenomenon is demonstrated by a longitudinal case description of i-mode mobile Internet innovation at NTT DoCoMo, a Japanese mobile communications company. This case explains how three key managers created and organized an interlinked system of shared contexts, called ba, that enabled the combination and open flow of diverse knowledge and led to the creation and launch of the i-mode mobile Internet, which unites novel technologies and services. Managerial implications and limitations are discussed. [source] Quality of Information Flow in the Backend of a Product Development Process: a Case StudyQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 4 2004Jaring Boersma Abstract The increasing need for products that are able to reliably deliver complex functionality with a high degree of innovation presents a major challenge to the modern day product creation processes. In order to be able to use information on the field behaviour of previous products in the design of new products, increasingly detailed information needs to be retrieved from the market in an increasingly shorter time. The purpose of this study is to analyse, in a typical case in the consumer electronics industry, whether the underlying business process is able to generate this information with adequate quality sufficiently quickly. Information models of the company's service centre and call centre were developed using the concepts of maturity index on reliability. The results showed that the structure of the information handling process resulted in a massive data loss (up to 60% of the data gathered by the service centres) and also in serious data quality degradation. Would this information have not been lost, it could have been used by development teams for preventive and corrective actions. Copyright © 2004 John Wiley & Sons, Ltd. [source] | |||||||||||||