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Technology Company (technology + company)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	60%

Selected Abstracts

Managing alliance relationships: Key challenges in the early stages of collaboration

R & D MANAGEMENT, Issue 1 2002
Mícheál J. Kelly
Recent surveys indicate that executives of technology companies consider strategic alliances to be central to their competitive strategies. Yet the barriers to successful alliances are formidable. In many instances, these barriers develop in the early stages of an alliance. This study identifies and analyzes the types of challenges that companies face in the start,up phase of their alliances. It is based on a survey and interviews with executives in the Canadian high technology industry. The study finds that the principal challenges in the first year of an alliance relate to relationship issues between the partners. It suggests stronger attention to these issues in the design and implementation of an alliance. The paper concludes with guidelines to build and sustain effective working relationships between partners. [source]

A report on the use of action research to evaluate a manufacturing information systems development methodology in a company

INFORMATION SYSTEMS JOURNAL, Issue 1 2003
Delvin Grant
Abstract. The paper reports on an action research study that evaluated the usefulness of a Manufacturing Information Systems (MIS) development methodology at a manufacturing technology company. The evaluation process is based upon a five-stage action research method. The ISD methodology, in conjunction with the action research method, was used to solve five technical and organizational problems identified in the Engineering Release Function of the company. Results of the study include reduction in cycle time, work-in-process and rework. [source]

Competence transfer from old timers to newcomers analysed with the help of the holistic concept of man

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2006
Kaj U. Koskinen
This conceptual article addresses the question of how the competencies of old timers are transferred to newcomers in the context of a technology company. First, an individual's personal competence which is divided into knowledge based competencies and socially based competencies is illustrated. A special focus is on how the competence alters in the course of the individual's working life. Second, our conceptual tool the ,Holistic Concept of Man', which defines the human individual to consist of three deeply intertwined modes of existence (i.e. consciousness, situationality and corporeality), is described. Third, because in the literature the communicability and motivation are often identified as factors that facilitate or hinder competence transfer, these factors are analysed by the tool mentioned. However, because the competence is, in fact, transferred from the worldview of an old timer to the worldview of a newcomer, this concept is described before the analysis. Also the notion of communicability is divided further and handled in three different sub-sections dealing with: straight interaction between an old timer and a newcomer, action learning, and workplace learning. The paper ends with the conclusion that when studying and analysing competence transfer in practice, three individual dimensions (i.e. consciousness, situationality and corporeality) should be understood and taken into consideration. It is also concluded that old timers' and newcomers' different worldviews and different situationalities are the central reasons for difficulties in the competence transferring process between these parties. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Effectiveness of software training using simulations: An exploratory study

PERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2009
Arnold D. McElroy Jr.
This study was designed to explore the effectiveness in student performance and confidence of limited and full device simulators. The 30 employees from an information technology company who participated in this study were assigned to one of three groups. Each group received practice for learning a complex software procedure using traditional interactions, a limited device simulator, or a full device simulator. A training portal was created for each practice method. Measurements of performance included the number of times the participants repeated the assigned practice activity, the total time required to complete the procedure, a test score representing the number of mistakes made in the 20-step procedure, and the average time between mouse clicks as they selected items from menus or clicked buttons. Preliminary results indicated that a limited device simulator appears to be as effective as a full device simulator. Recommendations for further research and limitations of the study are also addressed. [source]

THE BIG FIVE PERSONALITY CHARACTERISTICS AS PREDICTORS OF EXPATRIATE'S DESIRE TO TERMINATE THE ASSIGNMENT AND SUPERVISOR-RATED PERFORMANCE

PERSONNEL PSYCHOLOGY, Issue 1 2000
PAULA M. CALIGIURI
Applying the evolutionary theory of personality, this study proposed and tested the hypotheses that each of the Big Five personality characteristics (Extroversion, Agreeableness, Conscientiousness, Emotional Stability, and Openness or Intellect) predict two criteria of expatriate success: (a) desire to prematurely terminate the expatriate assignment, and (b) supervisor-rated performance on the expatriate assignment. The participants were 143 expatriate employees (and 94 supervisors) from a U.S.-based information technology company. Results from correlation and regression analyses suggest that Extroversion, Agreeableness, and Emotional Stability are negatively related to whether expatriates desire to terminate their assignment. Conscientiousness is positively related to the supervisor-rated performance on the expatriate assignment. Practical implications for expatriate management (e.g., self-selection) are given. [source]