近年來台灣工業用塑膠製造產業因技術門檻降低、國內人力成本提升，導致廠商的營運愈來愈艱困，並開始尋求各種轉型的方式，包括研發新技術、轉戰高科技市場、改良設備、開發綠色產品…等。在這麼多轉型的選項中，研發一直被視為是企業維持長期競爭力的指標，而本研究即以此為出發點，探討研發管理、新產品開發專案管理、以及經營績效的關聯性。 為求貼近實務狀況，了解當前工業用塑膠製造廠商如何利用研發提升經營績效，本研究選擇採用個案研究法，並挑選於台灣上櫃的M公司作為個案公司，藉由其實際開發案例，分析研發管理、新產品開發專案管理與經營績效三者之間的關係。 研究結果顯示，雖然研發管理與新產品開發專案管理都各自能為公司提升部分的經營績效，但新研發技術運用的順遂與否卻仰賴部門間的合作，唯有在大家具有相同的共識時，企業內部資源才得以整合，並為公司帶來效益。因此，企業除了可以藉由各作業流程的改善提升經營績效外，也可利用共同績效指標的訂定，確保各部門間有一致的方向，以利公司整體運作。

近幾年來關於創新研究的相關文獻，多半著墨於團隊創新之探討，包括團隊知識分享、團隊信任、團隊領導與團隊互動等議題；但「個人」所產生的創新力量，事實上也應不容小覷。本研究將透過資策會的專利提案，針對近十年間所提出的專利資料與訪談進行分析，以探討個人與團隊在研發創新所扮演的角色，以及個人與團隊創新的適用情境、組成特徵與互動歷程特徵。 / 根據資策會1995-2005間專利數據（共426件。專利從申請到取得時間經常需要2至3年，因此，本次研究僅統計至2005年）初步分析後發現：（一）民國90年以前，個人專利總件數比兩人以上組成之團隊的專利總件數多。（二）民國91年起，資策會的專利件數快速增加，而此時兩人團隊所獲得的專利件數最多；到了93、94年，三人或四人以上團隊所獲得的專利數，則超越個人或兩人團隊所獲得之專利。（三）個人專利佔全部專利數的32%，而由2~4人團隊所取得的專利數則佔64%。（四）個人專利共70件；這些由單獨個人提案的獲證專利中，有將近六成（41件）的專利，該提案人只提了這一項專利而已，往後並未有其他專利，表示這些人很可能只是偶然靈光乍現而獲得專利，抑或表示個人專利提案的創新方式有所侷限。（五）另一方面，有部分曾經獲得個人專利的研發人員，也樂於與其他人組成團隊來一同申請專利，並獲得146件專利；（六）有些人不曾獲得個人專利，但透過團隊合作，也獲得210件專利，佔資策會總專利數的近半數。 / 由此可見，個人創新與團隊創新是研發創新的兩種重要途徑，不應偏廢。而個人創新與團隊創新的優劣與適用情境，則值得進一步探討。本研究除了以資策會專利數據比較個人與團隊在創新的效率與品質上的差異之外，進一步也透過實地訪談之方式，分別探究研發創新過程中，個人與團隊創新的組成特徵與互動歷程特徵，並嘗試歸納資策會在專利提案與專利構思的理想方式，作為研發機構進行創新管理、任務指派與團隊編組之參考，以促進研發同仁的創意效能，提升研發創新能量，進而提升專利價值。 / In recent years, the majority of innovative research literature focuses on team innovation such as team knowledge sharing, team trust, team leadership, and team interaction. The contribution of individual innovation, however, should not be overlooked. This study will explore roles of individual and team efforts in innovative research, adequate applications of individual and team innovations, and characteristics and interactive features of individual and team innovations through an analysis of patent cases proposed by III (Institute for Information Industry) in past ten years and personal interview with patent inventors. / According to the patents data between 1995 to 2005, results of III preliminary analysis indicated that (1) The total number of individual patents obtained was more than the total number of patents obtained by innovation teams with two or more members before 2001. (2) After 2002, the number of III’s patents increased rapidly. During this period, the innovation teams with two members received the largest number of patents. Between 2004 and 2005, the number of patents received by teams with three or four members exceeded the number of patents obtained by an individual or teams with two members. (3) Individual patents accounted for 32% of the total number of patents, whereas, patents obtained from teams with two to four members accounted for 64% of the total number of patents. (4) The total number of individual patents obtained between 1995 and 2005 was 70. Of these certified individual patents, nearly 60% (41) of patent inventors mentioned that they had only one and no other future patents. This suggests that these people are likely to obtain a patent because of an occasional spurt of ideas. It also demonstrates the limitation of creativities among individual inventors. (5) The III’s data also shows that about 40% of research and development specialists who had obtained an individual patent were delighted to team up with other members to apply for a patent. These people received a total of 146 patents. (6) Those individuals who had not had any patent in the past also acquired 210 patents through team works. These patents accounted for about half of III’s patents. / The above evidence shows that individual innovation and team innovation are both important venues to research and development and they should not be disregarded. The advantages, disadvantages, and adequate applications of individual and team innovations, however, should be explored further in future innovation studies. In addition to the analysis of patents data acquired from III to compare the efficiency and quality between individual and team innovations, the current study also utilizes personal interview to understand the characteristics and interactive features of individual and team innovations during the process of research and development. This study also attempts to summarize ideal patent proposals and conceptions in III and provide exemplars of innovation management, task assignment, and team grouping to research and development institutions. Finally, this study will help promote the efficiency of innovative performance among research and development specialists, enhance research and creative ideas, and consequently increase the values of patents.

This thesis examines my experience of leading leadership development. During the last three years I have been researching my role as Head of Leadership and Organisational Development at the University of Hertfordshire (UH), with a view to making sense of and rethinking leadership and approaches to leadership development more generally. This thesis considers how my own thinking and practice has changed and developed as a consequence of paying attention to and reflecting on personal experience, whilst at the same time locating my sense-making in the broader academic scholarship. Narrative accounts of the significant incidents and interactions that I have participated in during the past three years have been shared verbally with the participants on the programmes that I lead, and explored more extensively in written form with colleagues in the learning community on the Doctorate in Management (DMan) programme at UH, as a means of intensifying my sense-making and its generalisability to a community of engaged enquirers. My research was prompted by disillusionment with the dominant discourse on leadership and leadership development based as it is on theories, frameworks, tools and techniques that privilege a form of autonomous, instrumental rationality and deceptive certainty that did not reflect the social, non-linear, uncertain day-to-day realities faced by me and the managers with whom I worked. In this thesis, I draw on my experiences as a manager, leader of leadership development, and a student of leadership development, to problematise the mainstream managerialist conceptions of leadership and organisation that are now part of the organisational habitus (Bourdieu, 1977) in the UK. The rise and naturalisation of managerialist ideology across the private, public, and charitable sectors in the UK makes it an inordinately difficult perspective to contest without risking some form of exclusion. I contend that my experience of attempting to encourage radical doubt and enquiry rather than the mindless acceptance and application of conventional wisdom contributes to knowledge in the field of leadership and organisational development by providing insight into and an alternative way of thinking about and practising leadership and leadership development. In contesting dominant conceptions, I proffer a more reality congruent alternative to mainstream thought. I draw on the perspective of complex responsive processes of relating (Stacey et al, 2000, Griffin, 2002, Shaw, 2002), critical management studies (Alvesson and Willmott, 1996), social constructionism (Berger et al, 1966), and other thinkers critical of managerialist conceptions of leadership and leadership education (Khurana, 2007) to explore leadership as a social, relational activity where leaders are co-participants, albeit highly influential ones, in the ongoing patterning of relationships that constitute organisation. However, I argue that it is insufficient for management educationalists to snipe critically at managerialism from the sidelines, problematising one perspective and simply replacing it with another (Ford et al, 2007), leaving their participants ill-equipped to navigate the potentially destructive political landscape of day-to-day organisational life. While the dominant discourse on leadership and organisation is flawed, to avoid exclusion managers must still become fluent in the language and practice of managerialism, the ideology that has come to dominate the vast majority of organisational communities in which they find themselves. In this thesis, I argue that it is crucial for managers and leaders of leadership development to engage with a polyphony of perspectives, and develop the reflective and reflexive capacity to continuously explore and answer for themselves the questions who am I, and what am I doing, who are we, and what are we doing?

A integração é um dos fatores determinantes da eficiência e da eficácia do processo de desenvolvimento de produtos. Neste trabalho, considera-se que um processo de negócio é integrado quando as pessoas, atividades e áreas funcionais mantêm uma relação simbiótica, que preserva as orientações individuais dos grupos especializados e que é resultante da divisão de atividades e da existência de esforços para obter unidade de ações e compatibilidade de resultados. Estes esforços são caracterizados por quatro elementos: troca de informações, coordenação, atitude colaborativa e compatibilidade. Porém, a integração só ocorre quando é empreendida ação gerencial para obtê-la. O presente trabalho apresenta a gestão de informações como esta ação gerencial, desdobrando-a em três componentes: gestão das atividades e do fluxo de informações, gestão de conflitos de decisões e gestão de memória. A partir deste contexto, propõe-se um modelo conceitual que sintetiza como, em projetos de agregação de novas funcionalidades ou customização de produtos, cada componente da gestão de informações contribui para concretizar cada elemento da integração. Para falseamento deste modelo, apresenta-se um estudo de caso isolado, realizado na unidade brasileira de um fabricante global de equipamentos elétricos. Conclui-se que os três componentes da gestão de informações contribuem para a realização da coordenação, da atitude colaborativa e da compatibilidade, e que a troca de informações é suportada apenas pela gestão das atividades e do fluxo de informações e pela gestão da memória. Conclui-se também que o modelo de processo deve ser descrito no formato de um projeto-modelo de configuração modular, que permite combinar as atividades de acordo com o tipo de produto/projeto a ser executado, e que o planejamento do projeto deve corresponder à escolha das atividades, recursos e procedimentos, dentre aqueles previstos no projeto-modelo, que serão executados e utilizados no projeto em questão. / Integration of the product development process is one of the factors determining the efficiency and effectiveness of such a process, of great importance for those companies for which product development is a factor of competitiveness. Integration is defined as the symbiotic interrelation of the entities involved in this business process. It: preserves individual orientations of the specialized groups and results from the division of activities and the existence of efforts to obtain unit of actions/compatibilities of results. These efforts are characterized by four elements: information sharing, coordination, collaboration and compatibility. However, integration only happens when managerial action is undertaken. The present work presents information management as such a managerial action, unfolding it in three components: management of activities and flow of information, management of conflicts and management of memory. Starting from this context, it proposes a conceptual model for projects of aggregation of new functionalities or customization of products that synthesizes as each component of information management contributes to render each element of integration. For verification of this model, it presents a unique case study, accomplished in the Brazilian unit of a global manufacturer of electric equipments. It concludes that the three components of information management contribute to the accomplishment of coordination, attitude of collaboration and compatibility. It also concludes that sharing of information is only supported by the management of activities and flow of information and management of memory. Its also concludes that the process model should be described in the format of a project-model of modular configuration, which allows combining the activities in agreement with the product/project type to be executed, and that planning of a project should correspond to the choice of the activities, resources and procedures, among those foreseen in the project-model, that will be executed and used in the particular project.

In simultaneously pursuing commercial and social goals, specialist microfinance organisations (MFOs) are leading examples of social enterprises working in development. Yet evidence of the feasibility of such ‘double bottom line’ management is limited. The thesis takes a comparative case study approach to investigating the dynamics of a social enterprise model of microfinance, with particular emphasis on its role in promoting employment related goals. Case study material consists primarily of the experience of two Central Asian MFOs that participated in an action research project ‘Microfinance for Decent Work’ implemented by the International Labour Organisation (ILO). Data was obtained through participant observation, staff interviews, client level surveys, and it also includes reflective practice arising from my participation in the ILO project as a consultant to both MFOs between 2008 and 2012. The findings are mixed. One of the MFOs was more strongly internally motivated to achieve social goals, and was more successful in implementing social performance management initiatives. The other was motivated more by the goal to demonstrate social performance to external stakeholders, and was less responsive to the evidence generated. The thesis also illustrates both path dependence in the evolution of social performance management, and the limited capacity of external agencies such as the ILO to influence the institutionalisation of development management within MFOs.

by Ling Ho-Wan Howard, Ryoo Byung-Hoon. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 72-74). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.vi / LIST OF TABLES --- p.vii / PREFACE --- p.viii / Chapter / Chapter I. --- IT PROFILE OF HONG KONG --- p.1 / IT Penetration in2002 --- p.1 / Government Initiatives --- p.2 / Software Industry of Hong Kong --- p.2 / Chapter II. --- IT STRATEGY --- p.5 / IT Strategy - 3 Check Points --- p.5 / Flexible Platform --- p.5 / Strategy vs. ROI --- p.8 / Outsourcing or Internal Development --- p.9 / Quality Management System ´ؤ Instituting Best Practices --- p.10 / Deming's 14 Points --- p.11 / The Juran Trilogy --- p.12 / Crosby's 14 Quality Steps --- p.13 / Chapter III. --- SOFTWARE QUALITY MANAGEMENT - CMM --- p.16 / Software Development Project --- p.16 / Software Project Process Model --- p.17 / Software Quality Management --- p.19 / Capability Maturity Model (CMM) --- p.20 / Bootstrap 3.2 --- p.23 / Trillium --- p.25 / ISO 9001/TickIT --- p.26 / SPICE --- p.27 / Chapter IV. --- CMM PRACTICES IN THE WORLD --- p.29 / The CMM Practices - Worldwide --- p.29 / Two studies on Software Process Management in Taiwan --- p.32 / Software Process Management in Taiwan: A Longitudinal Study of Top 1000 Companies --- p.32 / Software Project Process Management Maturity and Project Performance --- p.34 / Chapter V. --- SOFTWARE PROCESS MANAGEMENT IN HONG KONG --- p.36 / The CMM in Hong Kong --- p.37 / Case Studies on the SPM in Hong Kong --- p.41 / Case 1: Dow Chemical --- p.41 / Case 2: Oracle Hong Kong --- p.44 / Case 3: Bentley Systems Inc. (Hong Kong) --- p.48 / Case 4: i-Cable --- p.50 / Case 5: SinoPac Securities (Asia) Ltd --- p.53 / Implications of the Statistics --- p.55 / Factor comparison of mean value --- p.56 / Implications --- p.58 / Chapter VI. --- CONCLUSION --- p.60 / APPENDIX --- p.62 / BIBLOGRAPHY --- p.72

Since the 1970's, the increasing scale and complexity of development schemes has led to mounting public concerns about their environmental impacts. Environmental assessment and management developed out of a recognised need to protect the biophysical environment from overuse and degradation . Evidence suggests that the issues continue to become more complex and we need to equip ourselves to deal with them. The complexity of issues we face today demands a holistic and integrated management approach. This thesis highlights the weakness in the application of environmental impact assessment (EIA) to deal with current issues . The conceptualization of EIA within the ecological modernisation discourse has limited the use of the tool to adequately consider issues outside the biophysical environment. On the African continent, social issues such as HIV/AIDS are becoming more dominant than biophysical impacts. EIA must thus be re-framed to address concerns regarding the HIV/AIDS impact of development schemes. An alternative discourse of social justice is put forward as an approach that will take EIA closer to achieving sustainable development. The hypotheses put forward in the thesis were investigated through the use of both primary and secondary data sources. Extensive interviews and case studies formed the bulk of the data generated through the study. The results of the investigation showed that there are varying views on the purpose of EIA, that social issues continue to be underplayed in the process and that HIV/AIDS is considered a valid impact to be assessed in EIA. It must be noted that although HIV/AIDS is recognized as a common impact of development projects, particularly in Africa , the approach to dealing with the issue has been very different across EIAs and the issue is dealt with in an ad hoc manner. In order to expand the applicability of environmental assessment in Africa , a framework has been developed to integrate HIV/AIDS into the EIA process. The premise behind the framework is that HIV/AIDS can impact on the viability of a development scheme and conversely, development schemes can increase the transmission of HIV. The framework considers the social, economic and cultural drivers that create living and working environments, which promote the transmission of HIV. By applying the appropriate tools throughout the EIA process, one can identify potential impacts. Mitigation and management interventions can then be built into an HIV/AIDS component of the environmental management plan. This approach will allow environmental assessment practitioners; decision-makers and developers to better understand the critical issue of HIV/AIDS and ultimately contribute to managing the pandemic and further sustainable development in Africa. / Thesis (M.Sc.)-University of KwaZulu-Natal, 2005.

Made available in DSpace on 2016-06-02T19:49:59Z (GMT). No. of bitstreams: 1 TeseJLMC.pdf: 2573293 bytes, checksum: e97d2ef13b6cde5e6d1649ca1b19be7c (MD5) Previous issue date: 2006-09-01 / Universidade Federal de Sao Carlos / Continuous development of new and improved products is seen as a key factor for business survival and growth. A new product that satisfies consumer s needs in an efficient and opportune manner increases competitive advantage. New product development (NPD) process has a multidisciplinary and multifunctional character, demanding specialized kinds of technical knowledge, peculiar of different disciplines or functions. A successful NPD requests a good integration among these functions, so that an auxiliary tool that helps this integration can increase project s performance and, consequently, competitive performance. In this thesis an auxiliary tool for managing functional integration in new product development processes is proposed, based in three conditional factors (Context, Technological Positioning, Competences) and three dimensions (Communication, Coordination and Collaboration). The tool s proposal includes a discussion about these conditional factors and dimensions, describing how they can be used to acquire an adequate functional integration in new product development process. As a secondary contribution of the thesis, a discussion about a particular case of integration, the one between applied research and NPD project, is made, including a theoretical discussion and case studies. / O desenvolvimento contínuo de produtos novos e aprimorados é considerado um fator chave para a sobrevivência e o crescimento das empresas. Um produto que atenda às necessidades dos consumidores de maneira eficiente e oportuna aumenta a vantagem competitiva. O processo de desenvolvimento de produto (PDP) tem um caráter multidisciplinar e multifuncional, demandando conhecimentos técnicos especializados, próprios de diversas disciplinas ou funções. Um PDP bem sucedido requer uma boa integração entre estas funções envolvidas, de forma que uma ferramenta de auxílio a essa integração pode melhorar o desempenho no desenvolvimento de produtos e, conseqüentemente, o desempenho competitivo. Nesta Tese propõe-se uma ferramenta para auxiliar a gestão da integração funcional no Processo de Desenvolvimento de Produto baseada em três condicionantes (Contexto, Competências, Posicionamento Tecnológico) e três dimensões (Comunicação, Colaboração e Coordenação). A proposta de ferramenta inclui uma discussão sobre esses condicionantes e dimensões, descrevendo como estes podem ser usados para atingir uma integração funcional adequada no projeto de desenvolvimento de produto. Como uma segunda contribuição da Tese, um caso particular de integração, a das atividades de Pesquisa Aplicada com os Projetos de Desenvolvimento de Produto, é também abordado através de uma discussão teórica e em um estudo de casos.

A integração é um dos fatores determinantes da eficiência e da eficácia do processo de desenvolvimento de produtos. Neste trabalho, considera-se que um processo de negócio é integrado quando as pessoas, atividades e áreas funcionais mantêm uma relação simbiótica, que preserva as orientações individuais dos grupos especializados e que é resultante da divisão de atividades e da existência de esforços para obter unidade de ações e compatibilidade de resultados. Estes esforços são caracterizados por quatro elementos: troca de informações, coordenação, atitude colaborativa e compatibilidade. Porém, a integração só ocorre quando é empreendida ação gerencial para obtê-la. O presente trabalho apresenta a gestão de informações como esta ação gerencial, desdobrando-a em três componentes: gestão das atividades e do fluxo de informações, gestão de conflitos de decisões e gestão de memória. A partir deste contexto, propõe-se um modelo conceitual que sintetiza como, em projetos de agregação de novas funcionalidades ou customização de produtos, cada componente da gestão de informações contribui para concretizar cada elemento da integração. Para falseamento deste modelo, apresenta-se um estudo de caso isolado, realizado na unidade brasileira de um fabricante global de equipamentos elétricos. Conclui-se que os três componentes da gestão de informações contribuem para a realização da coordenação, da atitude colaborativa e da compatibilidade, e que a troca de informações é suportada apenas pela gestão das atividades e do fluxo de informações e pela gestão da memória. Conclui-se também que o modelo de processo deve ser descrito no formato de um projeto-modelo de configuração modular, que permite combinar as atividades de acordo com o tipo de produto/projeto a ser executado, e que o planejamento do projeto deve corresponder à escolha das atividades, recursos e procedimentos, dentre aqueles previstos no projeto-modelo, que serão executados e utilizados no projeto em questão. / Integration of the product development process is one of the factors determining the efficiency and effectiveness of such a process, of great importance for those companies for which product development is a factor of competitiveness. Integration is defined as the symbiotic interrelation of the entities involved in this business process. It: preserves individual orientations of the specialized groups and results from the division of activities and the existence of efforts to obtain unit of actions/compatibilities of results. These efforts are characterized by four elements: information sharing, coordination, collaboration and compatibility. However, integration only happens when managerial action is undertaken. The present work presents information management as such a managerial action, unfolding it in three components: management of activities and flow of information, management of conflicts and management of memory. Starting from this context, it proposes a conceptual model for projects of aggregation of new functionalities or customization of products that synthesizes as each component of information management contributes to render each element of integration. For verification of this model, it presents a unique case study, accomplished in the Brazilian unit of a global manufacturer of electric equipments. It concludes that the three components of information management contribute to the accomplishment of coordination, attitude of collaboration and compatibility. It also concludes that sharing of information is only supported by the management of activities and flow of information and management of memory. Its also concludes that the process model should be described in the format of a project-model of modular configuration, which allows combining the activities in agreement with the product/project type to be executed, and that planning of a project should correspond to the choice of the activities, resources and procedures, among those foreseen in the project-model, that will be executed and used in the particular project.

Product development process (PDP) architecture holds the key to the management of New Product Development (NPD). A lot of care is exercised in managing the NPD to reduce risk and uncertainties. There exists potential scope for improvement both in initial planning as well as execution of the NPD program by studying the PDP architecture. This research work seeks to taps this potential and presents an analytical tool to aid the NPD Managers. In this research work Design Structure Matrices (DSM) are used to represent the PDP architecture. The Work Transformation Matrix (WTM) is a kind of DSM and it was introduced for the analysis of concurrent task structures. However a generalized task structure has not been studied analytically in the literature. In order to study a generalized task structure we add two new matrix types to the WTM set to represent the task network interconnections and the task interdependence. First we study the pure sequential task iteration structure for NPD and show that it has lower engineering effort (cost and time) than the concurrent task iteration structure previously discussed in literature. Next we study the generalized task iteration structure and derive the expressions for total work and cost vectors. This is a major research contribution since only simulation based methods are currently available for studying generalized task iteration structures. The optimization of sequencing interdependent tasks is a well known NP hard problem in NPD literature. For small sized task sets, exhaustive enumeration of all possible sequencing and their corresponding time or cost vectors can be computed to determine the optimal sequence. However for large sized task networks, only heuristic methods are deployed. Using the closed form expression for cost and time vectors for a pure sequential task iteration structure derived earlier in this research work, we attempt to devise a method to optimally sequence the design tasks. We develop new matrix combining both the node and link weightages of task network. Using the time vector relationship between sequential and concurrent task structures, it is shown that the optimal task sequence corresponds to the reordering of this combined matrix whose “Dominance index” (sum above the diagonal) is minimum. Finally, we use some of the standard test cases from the PDP literature to demonstrate our research findings.