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25
Global business process development in a virtual community of practice, Production Planning
- Control
, 2003
"... The development of global business processes is presented as a negotiation and learning process between the local practices and the global design, applying the theory of ‘communities of practice’. To be able to engage in global process development, the local communities of practice need methods that ..."
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Cited by 11 (1 self)
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The development of global business processes is presented as a negotiation and learning process between the local practices and the global design, applying the theory of ‘communities of practice’. To be able to engage in global process development, the local communities of practice need methods that support their social imagination of global membership. The article presents process simulation as such a ‘locating ’ method, and tests it in a truly global setting: in a telepresence simulation between two units of a telecommunications company in two different countries, engaged in the development of their global New Product Introduction process. According to the results, process simulation enabled innovative negotiation between the local practices concerning the global process design, although the telepresence solution caused some limitations. Based on the results, the article suggests methods to manage the emergent global process development further in the case company.
Improving product development: Towards a framework for integrating artefact and process models
, 1999
"... This paper initiates a framework for improving product development processes. The starting point is the present gap between the theory of product and process models and their actual industrial application in practice. A case study of a multidisciplinary development process that has been processed in ..."
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Cited by 1 (1 self)
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This paper initiates a framework for improving product development processes. The starting point is the present gap between the theory of product and process models and their actual industrial application in practice. A case study of a multidisciplinary development process that has been processed in a simulation game is presented to concretize the needs for improvement. The case revealed that transparency of the product development process and artefact models is critical in coping with the key problems of conformance, rationale, dynamics, re-use, and milestone integration. Potential means of artefact modeling are discussed for each of the problems in order to propose directions for integrating artefact and process models.
MÉTHODOLOGIE DE TRANSFORMATION LEAGILE EN DÉVELOPPEMENT
, 2013
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e-Learning Lessons Learnt from a Student Perspective: A Crosscase Comparison between Public and Private Organizations
"... This article discusses student perspective in four e-learning cases. These cases come from both formal (educational institutions) and non-formal (companies) education. Our research brings rich data from the everyday life of students with different premises. In this article these organizations are re ..."
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This article discusses student perspective in four e-learning cases. These cases come from both formal (educational institutions) and non-formal (companies) education. Our research brings rich data from the everyday life of students with different premises. In this article these organizations are regarded as learning service providers, giving the management new views on how to develop operational processes further. A cross-case comparison brings new insights for new e-learning practices, to a more student friendly direction. Keywords: e-learning, process management, process simulation, customer relationship, service provisioning
1 Implementing Knowledge into Action in Organizations Simulation games for successful process innovation*
"... Innovation can be defined as an idea or invention that has been successfully implemented into a new product, process or service (Urabe 1988). Only through implementation does an innovation manifest itself and create new value. Continuous innovation capability is a key competitive advantage of ..."
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Innovation can be defined as an idea or invention that has been successfully implemented into a new product, process or service (Urabe 1988). Only through implementation does an innovation manifest itself and create new value. Continuous innovation capability is a key competitive advantage of
CROSSING ORGANIZATIONAL BOUNDARIES FOR INNOVATION Probing Knowledge Transformation in the Context of Interorganizational Collaborative Strategy Process Development
, 2010
"... All rights reserved. No part of this publication may be reproduced, stored in retrieval systems, or transmitted, in any form or by any means, electronic, mechanical, photocopying, microfilming, recording, or otherwise, without permission in writing from the publisher. ..."
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All rights reserved. No part of this publication may be reproduced, stored in retrieval systems, or transmitted, in any form or by any means, electronic, mechanical, photocopying, microfilming, recording, or otherwise, without permission in writing from the publisher.
FRONTIERS OF E-BUSINESS RESEARCH 2004 Applying the Value Re-engineering Framework to Services: A Longitudinal IT Outsourcing Case
"... This paper studies the development of outsourced IT services through a longitudinal examination of an IT outsourcing case. We apply the demand-supply chain model to evaluate how the value offering of an IT service can be managed. The case study indicates that the customer company must make a trade-o ..."
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This paper studies the development of outsourced IT services through a longitudinal examination of an IT outsourcing case. We apply the demand-supply chain model to evaluate how the value offering of an IT service can be managed. The case study indicates that the customer company must make a trade-off between managing its IT, or the IT need of its business. If the customer chooses the latter alternative, the IT service provider can increase its value offering by taking the ownership of the customer’s IT environment. This calls for retaining a constant area of transparency between the customer and the IT service provider, and moving this area towards the customer’s core business. We conclude with a discussion on the theoretical implications and practical recommendations for developing the outsourcing relationship.
International Workshop of the IFIP WG 5.7: Experimental Interactive Learning in Industrial Management
"... Experimental learning through a simulation game in teaching of production management ..."
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Experimental learning through a simulation game in teaching of production management
International Journal of Management Science and Engineering Management
, 2007
"... A multi-criteria decision-making model for the justification of lean manufacturing systems ..."
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A multi-criteria decision-making model for the justification of lean manufacturing systems
