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High Technology (high + technology)
Terms modified by High Technology Selected AbstractsBringing High Technology to Market: Successful Strategies Employed in the Worldwide Software IndustryTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2006Chris Easingwood The launch stage can be critical for many new products, but particularly so for technology-intensive ones. This study examines this key stage in a high-tech sector: the worldwide computer software industry. Using a research instrument developed across a number of high-tech sectors, but adapted to the targeted sector, it describes a worldwide telephone-based survey of 300 organizations, resulting in 190 interviews, a response rate of 63%. It shows that five distinct and interpretable strategies are employed: (1) alliance strategy involves forming early strategic alliances as well as tactical alliances at the execution stage together with the development of unique distribution channels; (2) targeted low risk attempts to reduce the risk of adoption among identified segments by producing versions of the product specifically customized to the segments; (3) low-price original equipment manufacturer (OEM) is the only price-driven strategy and combines low price with channel building to OEMs who are looking for attractive price-to-performance ratios; (4) broadly based market preparation is an early-stage strategy that concentrates on educating the market vis-à-vis the technology and developing channels; and (5) niche-based technological superiority uses a technologically superior product to dominate a niche and corresponds closely to the chasm-crossing strategy expounded by Moore and others. Regarding superior product performance, successful software companies first of all engage in a broadly based preparation of the market but switch to a targeted strategy at the following stages of positioning and execution, built around superior technological performance and reduced risk. A somewhat different mix of strategies is adopted when the objective is superior market development, namely opening up new markets, reaching new customers, and developing new product platforms. Again the mix includes broadly based market preparation, this time along with alliances. This strategy is very much about working with partners. The broadly based market preparation strategy is key for both objectives, is long term in nature, and avoids narrowly defined niches. It seems that starting broad based and narrowing down, perhaps to a niche, only at a later stage when this is clearly the appropriate thing to do, pays dividends. [source] High technology and performance technologyPERFORMANCE IMPROVEMENT, Issue 2 2004Doug Leigh PhD No abstract is available for this article. [source] Cushioning the pressure vibration of a zeolite concentrator system using a decoupled balancing duct systemENVIRONMENTAL PROGRESS & SUSTAINABLE ENERGY, Issue 2 2007Feng-Tang Chang Abstract A honeycomb Zeolite Rotor Concentrator (HZRC) is the main air pollution control device utilized by many semiconductor and optoelectronics manufacturers. Various plant exhaust streams are collected and then transferred to the HZRC for decontamination. In a conventional HZRC, the exhaust fan movement and the switching between different air ducts can cause significant duct pressure variations resulting in production interruption. The minimization of pressure fluctuations to ensure continuous operation of production lines while maintaining a high volatile organic compounds (VOCs) removal efficiency is essential for exhaust treatment in these high technology manufactures. The article introduces a decoupled balancing duct system (DBDS) for controlling the airflows to achieve a balanced pressure in the HZRC system by adding a flow rate control device to the VOCs loaded stream bypass duct of a conventional system. Performance comparisons of HZRC with DBDS and other air flow control systems used by the wafer manufacturers in Hsinchu Science Park, Taiwan are presented. DBDS system had been proved effectively to stabilize the pressure in the airflow ducts, and thus avoided pressure fluctuations; it helped to achieve a high VOCs removal efficiency while ensuring the stability of the HZRC. © 2007 American Institute of Chemical Engineers Environ Prog, 2007 [source] Back to basics: Learning about employee energy and motivation from running on my treadmillHUMAN RESOURCE MANAGEMENT, Issue 1 2005Theresa M. Welbourne Abstract In an effort to understand how to optimize employee energy at work, we borrow from the sports physiology literature to develop and test several concepts that have now been used in more than 75 large and small organizations (e.g., automobile firms, banks, hospitals, manufacturing, high technology, service businesses, financial services, and more). Our focus on employee energy led us to develop new measures and processes for our research. The resulting studies presented in this article test two hypotheses focusing on the link between employee energy, turnover, job performance, and job satisfaction. Consistent with what we know about athletic performance, we found that energy is an optimization construct and that variation in employee energy at work has detrimental consequences for performance and satisfaction. © 2005 Wiley Periodicals, Inc. [source] PURIFICATION OF AMYLASE FROM TILAPIA BY MAGNETIC PARTICLEJOURNAL OF FOOD PROCESSING AND PRESERVATION, Issue 1 2010MING CHANG WU ABSTRACT Recent development in magnetic carrier technology involves the use of nonmagnetic substrates attached to superparamagnetic particles forming functionally modified magnetic support to isolate a particular enzyme in a controllable magnetic field. In this study, the superparamagnetic particles were modified by epichlorohydrin and other agents to cross-link with starch to form the purification support. This affinity support was able to bind the amylase and was used in the purification of amylase from Taiwan tilapia. After ammonium sulfate precipitation of amylase from Taiwan tilapia, the modified superparamagnetic particles were able to purify the crude amylase by 20.78-fold with recovery of activity of 75.6%. The molecular weight of the amylase was estimated to be 66.1 kDa by sodium dodecyl sulfate-polyacrylamide gel electrophoresis. Both crude and purified amylase reached an optimum at a pH of 8.0 and temperature of 50C, and the enzyme was stable between 20 and 50C. PRACTICAL APPLICATIONS Because of the rapid development of high technology such as carrier supports for enzyme purification, the development, research and application of magnetic carriers are timely needed. The present study demonstrated that the affinity superparamagnetic particles could be used as a carrier support to absorb and purify the amylase and that technology of affinity purification can be widely used in protein purification. Compared with the traditional chromatography used in the purification of proteins, this novel affinity superparamagnetic particle technology is rapid, has low operation cost, requires simple facilities, and involves easy separation and recovery of the enzymes. [source] The Impact of Commercial Exploitation on the Preservation of Underwater Cultural HeritageMUSEUM INTERNATIONAL, Issue 4 2008Tatiana Villegas Zamora It is impossible to talk about underwater cultural heritage and not reflect upon the problem of the commercial exploitation of submerged archaeological sites. The romantic notion of the search for lost treasure embodied in books and popular movies such as the Indiana Jones series takes on a different aspect when we consider that treasure hunting has become one of the most dangerous and devastating threats to the preservation of underwater cultural heritage. Fishing communities, irresponsible sport divers collecting souvenirs or modern-day salvors often equipped with high technology are destroying this newly accessible and rich heritage. Their sole motivation is commercial profit without any concern for archaeological research, preservation of cultural and historical values or the potential for sustainable development involving cultural tourism for the benefit of coastal populations. This article will try to present an overview of the scope of site destruction by commercial exploitation, the loss of scientific information and the strategies used to convince governments and deceive public opinion. [source] Innovative versus incremental new business services: Different keys for achieving successTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2001Ulrike de Brentani In companies where new product development plays an important strategic role, managers necessarily contend with a portfolio of projects that range from high technology, new-to-the-world, innovations to relatively simple improvements, adaptations, line extensions, or imitations of competitive offerings. Recent studies indicate that achieving successful outcomes for projects that differ radically in terms of innovativeness requires that firms adjust their NPD practices in line with the type of new product project they are developing. Based on a large-scale survey of managers knowledgeable about new product development in their firm, this study focuses on new business-to-business service projects in an attempt to gain insights about the influence of product innovativeness on the factors that are linked to new service success and failure. The research results indicate that there are a small number of "global" success factors which appear to govern the outcome of new service ventures, regardless of their degree of newness. These include: ensuring an excellent customer/need fit, involving expert front line personnel in creating the new service and in helping customers appreciate its distinctiveness and benefits, and implementing a formal and planned launch program for the new service offering. Several other factors, however, were found to play a more distinctive role in the outcome of new service ventures, depending on how really new or innovative the new service was. For low innovativeness new business services, the results suggest that managers can enhance performance by: leveraging the firm's unique competencies, experiences and reputation through the introduction of new services that have a strong corporate fit; installing a formal "stage-gate" new service development system, particularly at the front-end and during the design stage of the development process; and ensuring that efforts to differentiate services from competitive or past offerings do not lead to high cost or unnecessarily complex service offerings. For new-to-the-world business services, the primary distinguishing feature impacting performance is the corporate culture of the firm: one that encourages entrepreneurship and creativity, and that actively involves senior managers in the role of visionary and mentor for new service development. In addition, good market potential and marketing tactics that offset the intangibility of "really new" service concepts appear to have a positive performance effect. [source] Progress and Future Perspectives in Mechanical Circulatory SupportARTIFICIAL ORGANS, Issue 5 2001Yukiyasu Sezai Abstract: Progress in several types of artificial organs in the cardiovascular field has significantly contributed to advancements in cardiac surgery. Due to the progress of high technology in fields other than medicine, both cardiac surgery and artificial organs have shown rapid and remarkable advances. In recent years, several types of blood pumps have been developed that are widely used not only as the main pump of cardiopulmonary bypass but also for circulatory support of postcardiotomy cardiogenic shock. In this article, the progress and current status of percutaneous cardiopulmonary support systems and ventricular assist devices (VADs) are described. In addition, new centrifugal and axial pumps, which are compact and implantable clinical use devices, are introduced. I believe that by making developments toward the clinical application of artificial hearts or VADs, not only in Japan but also in cooperation with colleagues at various institutions throughout the world, we will be able to make some contributions to the progress in the field of cardiac surgery. In the 20th century, medical research showed remarkable advances, mainly in medical electronics and pathophysiology. However, in the next century, we have to focus on other research fields, namely artifical organs and gene technology. [source] Taking policy governance to the mainstreamBOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 53 2001Caroline Oliver Have you ever expressed your enthusiasm for Policy Governance only to be met by a blank stare? Do you wonder what could be done to create greater awareness of the advantages of Policy Governance both for your own board and for others? Caroline Oliver, Policy Governance consultant, general editor of The Policy Governance Fieldbook, and designated chair of the soon-to-be-launched Policy Governance Association, looks to the world of high technology for some answers. [source] Beyond high tech: early adopters of open innovation in other industriesR & D MANAGEMENT, Issue 3 2006Henry Chesbrough Companies have historically invested in large research and development departments to drive innovation and provide sustainable growth. This model, however, is eroding due to a number of factors. What is emerging is a more open model, where companies recognize that not all good ideas will come from inside the organization and not all good ideas created within the organization can be successfully marketed internally. To date, Open Innovation concepts have been regarded as relevant primarily to ,high-technology' industries, with examples that include Lucent, 3Com, IBM, Intel and Millenium Pharmaceuticals. In this article, we identify organizations in industries outside ,high technology' that are early adopters of the concept. Our findings demonstrate that many Open Innovation concepts are already in use in a wide range of industries. We document practices that appear to assist organizations adopting these concepts, and discover that Open Innovation is not ipso facto a recipe for outsourcing R&D. We conclude that Open Innovation has utility as a paradigm for industrial innovation beyond high tech to more traditional and mature industries. [source] | ||||||||||