Purpose The purpose of this paper is to identify and examine the various mechanisms that can be used to integrate new technology into existing products, and to determine some of the conditions under which specific integration mechanisms are most appropriate. Design/methodology/approach The paper adopted an exploratory theory¿building approach based on analysis of data from 12 case studies, each representing companies with varying levels of: technological maturity of the organization and technological advancement of their products. Informants were managers and engineers who had responsibility for, or a significant role in, the integration of software and hardware. At least three interviews were conducted in each company and all interviews were of at least two hours duration. In total, 41 interviews were conducted. The different approaches used for technology integration were examined and subsequently mapped using the twin dimensions outlined above. Findings Cross¿case pattern analysis indicates that for technologically mature organizations, mechanisms based on processes are most appropriate, while for less mature organizations an approach based on structural mechanisms may be more suitable. Similarly, in cases involving high levels of technology advancement in the products, integration mechanisms based on processes and culture are preferable, whereas for low technology products the mechanisms are clustered around resource¿based approaches. Research limitations/implications Multiple cases do not permit as much depth as the classic single case study and tend to yield ¿modest¿ rather than ¿grand¿ theoretical development. The use of scaling to convert qualitative data into quantitative data, and the identification of patterns in cross¿case analysis are both based on interpretive judgements. Future research should examine the proposed model and its constructs in different settings and using alternative research methods. There is also an opportunity to explore the relationships between the integration mechanisms and the outcomes of integration projects, and finally, it would be useful to extend the work to service settings and to integration of process technology. Practical implications The findings provide guidance to managers in selecting alternative approaches to managing the process of technology integration in different contexts. Examples are given of practices associated with each integration mechanism, together with some of the tensions and challenges which arise during implementation. Originality/value The paper provides clear guidance on the approaches that can be used for technology integration for product development. It classifies these according to the level of maturity and experience in the organization and the level of advancement of the product offered by the technology.

Diss. -- Helsingin kauppakorkeakoulu, 1996.

The amount of acquisitions has been increasing over the last decades and has been used as a growth strategy by firms all over the world. However, more than fifty percent of all acquisitions never deliver the initially expected value, which in many cases is due to poor integration management of the organizational culture in the post-acquisition phase. Where, in contrast, acquisitions which are integrated into the organizational culture of the acquirer, can see a decrease in social conflicts and receive a higher employee commitment. Which in turn can help the acquisition to provide and remain its human capital and value.  With the support of a Swedish business consulting firm, this study hopes to shed light upon how firms integrate organizational culture in the post-acquisition phase, and which integration management tools are used in the process. This study uses a single opportunistic case study combined with a qualitative and an inductive approach, to gather and handle the data. Where the empirical data was mainly collected through interviews. The results of this thesis show that integration of organizational culture in the post-acquisition phase, is mainly managed through supportive leadership and training, in the business consulting firm. Where those main management activities consist of several different integration management tools.

This thesis focuses on support tool for project management. The introduction describes the areas of knowledge management according to current standards of PMI. The focus is placed on the inputs and outputs of each process of all knowledge areas. To demonstrate all the inputs and outputs of processes in order to specify system requirements for transformation the illustrations have been attached. The following chapter investigates the system itself, the process of transformation of inputs to outputs. First of all the requirements specification is created. Requirements are focused on functionality, characteristics and expectations of users. At the selected process in the proposal, in agreement with the supervisor, three methods are selected. Transformation of inputs to output is described in these methods. The system should be designed with regard to the appropriate visualization of the outputs of these three methods. The thorough analysis of the results obtained is presented in the final chapter along with the students' personal contribution and the possible future development.

In light of the continual debate among researchers regarding new teachers’ concerns about classroom management and the need to insure that instruction results in positive student learning the focus of this qualitative case study has been to examine how five second and third year teachers planned for and thought about the management of student engagement during instruction. The main purpose of this study was to examine the professional thinking of five second and third year teachers while planning for a lesson in comparison to their actions during the lesson and later how they reflected on that plan. In addition, the teachers’ beliefs about how they learned to integrate management with instruction during planning were examined. The results of this study indicate these five teachers did intentionally think about and plan for the integration of management with instruction during their lessons. District aligned curricula were used in each of these teachers’ districts which caused them to alter the traditional planning model so they could plan for the integration of management with instruction in their lessons. In addition these teachers believed they learned to address management with instruction as a result of their first year(s) of teaching. / text

Die Forschungsarbeit hat das Betriebliche Eingliederungsmanagement (im Folgenden BEM) in kleinen und mittleren Unternehmen (im Folgenden KMU) zum Gegenstand. Einerseits wird die Rechtsnorm gem. § 84 Abs. 2 SGB IX aus arbeits- und sozialpolitischer Sicht in Form und Funktion aufgearbeitet. Andererseits wird eine manuale Strategie zur Umsetzung des BEM entwickelt, mittels derer 42 BEM-Fälle in 10 KMU begleitet werden. Nach Diskussion der theoriegeleiteten Erkenntnisse und empirischen Ergebnisse folgt ein Ausblick. Es werden Anregungen zur weiterführenden Forschung gegeben, aber auch Forderungen an die Politik formuliert, die im Handlungsfeld der Präventionsnorm bestehenden und durch die Forschungsarbeit aufgedeckten Problempunkte aufzulösen und somit einen wirksamen Praxistransfer des BEM zu ermöglichen. / The research paper concentrates on Corporate Integration Management (CIM) in small and medium companies (SME). On the one hand the task consists in reviewing the form and function of the legal norm under Section 84 Subsection 2 of Book IX of the German Social Code (SGB) in terms of labour and social policies. On the other hand a manual-based strategy for implementing CIM shall be developed. Following the integration of the legally valid CIM concept with the appropriately adapted framework the manual is subjected to an empirical review. By accompanying 42 CIM cases in 10 SMEs it has been possible to show on the basis of partly standardized and open guided interviews with company experts that the introduction and implementation of CIM is markedly enhanced by means of this manual. The discussion of the theory-guided findings and the empirical results is followed by an outlook. Suggestions for further research are made while the political establishment is called upon to resolve the challenges existing within the scope of the prevention norm and revealed in the research paper thus facilitating an effective transfer of the CIM theory into the practice field.

<p>Background: Generally, operation management includes a set of complicated systems interfacing each other. Most important systems which impact and impacted by the operations management system are production management system and maintenance management system. But to treat the interfacing losses has been difficult as interact and partially overlap each other. In this study, case-operational system was treated with developed model that analysis and design integrated operational system in order to make it easier and cost effective to manage.</p><p>Methods: A model was developed based on latest literature survey work using systems paradigm methodology and systems engineering approach.</p><p>Results: Among five analysis techniques, four types of interfacing losses were identified, seven requirements were extracted, nine conceptual solutions were generated, one of them was selected and based on it the integrated operational management system were designed.</p><p>Conclusions: The results suggest that the operational system in case-company shall be integrated by organization management, process management, and control management, in addition to data management.</p> / <p>Bakgrund: I allmänhet har operations verksamhet en del komplicerade system där friktion kan förekomma. De viktigaste systemen som har påverkan på operations verksamhet är produktion och underhålls system. Att behandla friktions förluster har varit svårt eftersom de både samverkar och delvis överlappar varandra. I dem här studien har olika fall av operationssystem behandlats med att först utveckla en modell, analysera och designa den integrerade operationssystemet för att få den billigaste och dem mest kostnads effektiva sätt att klara av.</p><p>Metod: En modell har utvecklats baserat på de senaste metoderna genom att använda system paradigm metoder och systemtekniska angreppssätt.</p><p>Resultat: Genom att använda fem sätt att analysera, sju bestämmelser extraherade, nio lösningar generade, valdes en av lösningarna och med lösningen som grund designades operations verksamhet.</p><p>Slutsats: Resultatet förslog att operations verksamhet skall integrera organisation, process och kontroll ledningar och inte bara data ledningen.</p>

Made available in DSpace on 2016-06-02T19:50:07Z (GMT). No. of bitstreams: 1 2804.pdf: 961298 bytes, checksum: 4fa437c9d0b71339ac93b2ed54320f87 (MD5) Previous issue date: 2010-02-08 / Financiadora de Estudos e Projetos / Knowledge transfer and technological solutions to products of a company requires integration between different departments and experts involved in the process of product and technology development. Adequate transference requires the use of certain mechanisms of management by the company aiming at improving such integration. Using bibliographic review on innovation and technological management and products development process, this thesis proposes a structure that contains management practices for integration of products development (PD) and technological development (TD). In addition to that, it was carried out a qualitative research, operationalized by means of case studies in five large and medium national technology-based companies from the sector of capital goods. The findings of empirical work scrutinized technology innovation in product development within these firms, and also management practices used to integration between PD and TD. Practices adopted by companies are described and confronted with the presented theoretical approach. Recommendations, originated from the theoretical and empirics research, suggest management practices capable of guiding actions for a better development of integration between PD and TD, such as: the insertion of multitasking employees in the development team, the participation of R&D workers in activities of market research and allocation of heavyweight product manager for the conduction of products development project which demand technological innovation / A transferência de novos conhecimentos e soluções tecnológicas aos produtos de uma empresa necessita da integração entre diferentes departamentos e especialistas envolvidos nos processos de desenvolvimento de produtos e de tecnologias. Uma transferência adequada requer que a empresa adote certos mecanismos de gestão com o objetivo de melhorar essa integração. Mediante revisão bibliográfica sobre os temas gestão da inovação e da tecnologia e processo de desenvolvimento de produtos, esta tese propõe uma estrutura que contém práticas de gestão propícias para a integração entre desenvolvimento de produtos (DP) e desenvolvimento de tecnologias (DT). Adicionalmente, realizou-se uma pesquisa qualitativa, operacionalizada por meio de estudo de casos, em cinco empresas nacionais de base tecnológica do setor de bens de capital de médio e grande porte. A pesquisa empírica investigou peculiaridades que essas empresas possuem em suas atividades de inovação tecnológica de produtos e, também, práticas de gestão adotadas para a integração entre DP e DT. Os resultados obtidos nos estudo de casos são descritos e confrontados com o arcabouço teórico apresentado. As recomendações, provenientes da pesquisa teórica e empírica desta tese, propõem práticas de gestão capazes de orientar ações para a melhor operacionalização da integração entre DP e DT, tais como: a inserção de funcionários multifuncionais nas equipes de desenvolvimento, a participação do pessoal de P&D em atividades de pesquisa de mercado e a alocação de gerente do tipo peso-pesado para a condução de projetos de desenvolvimento de produtos que demandam inovações tecnológicas.

Background: Generally, operation management includes a set of complicated systems interfacing each other. Most important systems which impact and impacted by the operations management system are production management system and maintenance management system. But to treat the interfacing losses has been difficult as interact and partially overlap each other. In this study, case-operational system was treated with developed model that analysis and design integrated operational system in order to make it easier and cost effective to manage. Methods: A model was developed based on latest literature survey work using systems paradigm methodology and systems engineering approach. Results: Among five analysis techniques, four types of interfacing losses were identified, seven requirements were extracted, nine conceptual solutions were generated, one of them was selected and based on it the integrated operational management system were designed. Conclusions: The results suggest that the operational system in case-company shall be integrated by organization management, process management, and control management, in addition to data management. / Bakgrund: I allmänhet har operations verksamhet en del komplicerade system där friktion kan förekomma. De viktigaste systemen som har påverkan på operations verksamhet är produktion och underhålls system. Att behandla friktions förluster har varit svårt eftersom de både samverkar och delvis överlappar varandra. I dem här studien har olika fall av operationssystem behandlats med att först utveckla en modell, analysera och designa den integrerade operationssystemet för att få den billigaste och dem mest kostnads effektiva sätt att klara av. Metod: En modell har utvecklats baserat på de senaste metoderna genom att använda system paradigm metoder och systemtekniska angreppssätt. Resultat: Genom att använda fem sätt att analysera, sju bestämmelser extraherade, nio lösningar generade, valdes en av lösningarna och med lösningen som grund designades operations verksamhet. Slutsats: Resultatet förslog att operations verksamhet skall integrera organisation, process och kontroll ledningar och inte bara data ledningen.

Made available in DSpace on 2016-03-15T19:26:36Z (GMT). No. of bitstreams: 1 Sussumo Tatenauti Konda.pdf: 1190457 bytes, checksum: ebec53ee1c443488bf02a35cd2f394e7 (MD5) Previous issue date: 2008-01-22 / The use of government duty assistance, like drawback, can be, at first time, always be advantage without considering the firm size. However, many different factors inside and outside of the organization interfere on its use. With the proposal of analyse the influence of the company size on the performance of logistic integrations management activities on the company that used drawback, it has been done a research including two steps based on theory of logistic knowledge and small firm internalization authors. The first, considered of exploratory nature, was used a sample compound of 3 companies. The information collected was treated by the content analysis and the result understood more of: a) drawback practice; and b) drawback s effects on logistic performance. Based on these results started the second stage, which was of descriptive nature research. The sample contained of 136 companies of different sizes, chosen for convenience. At these step the collected information had been treated through descriptive and inference statistics and as a result appeared differences in stages of logistic integration management, supply, manufacture and distribution, as well as advantage, disadvantage, block and facility elements on company that used drawback. The analyses provide, also, the information that new companies failed to apply the drawback due to the complexity and weakness of specialized providers of knowledge. The data results permitted the affirmation that company s size influenced the performance of logistic integration management activities, with the drawback users. Finally, as a suggestion, the proposal of this research could be continued studied by increasing: a) the sample group with other sectors of Brazilian s industrial companies; and b) the research with small companies in order to understand more about the drawback s advantage in this group. / A utilização de incentivos fiscais às exportações, como o Regime Aduaneiro Especial de Drawback pode parecer, à primeira vista, ser sempre vantajosa, independentemente do porte das empresas. Entretanto, diferentes fatores internos e externos à empresa interferem na utilização do regime. Com o objetivo de analisar a influência do porte no desempenho das atividades de logística integrada das empresas usuárias do Regime de Drawback, foi realizada uma pesquisa constituída de duas etapas e fundamentadas teoricamente em autores das áreas do conhecimento logístico e da internacionalização das pequenas e médias empresas. A primeira, considerada de natureza exploratória utilizou-se de uma amostra composta de 3 empresas. Os dados coletados e tratados pela análise de conteúdo possibilitaram: a) maior entendimento da utilização do Drawback; e b) melhor compreensão dos efeitos do regime no desempenho das empresas usuárias. Com base nestes resultados iniciou-se a segunda etapa da pesquisa, de natureza descritiva. Usou-se, para isso, de uma amostra de 136 empresas de diversos tamanhos escolhidos por conveniência. Os dados coletados e tratados por meio da estatística descritiva e inferencial evidenciaram diferenças nas 3 fases da logística integrada, abastecimento, manufatura e distribuição, bem como nas vantagens, desvantagens, bloqueadores e facilitadores no uso do regime. Revelou-se, também, que as empresas não usuárias deixaram de utilizar o regime pela complexidade e falta de conhecimento especializado para aplicação do regime. A análise destes resultados permitiu concluir que o tamanho influenciou no desempenho das atividades de logística integrada das empresas usuárias do Drawback da amostra. Por fim, propõem-se como sugestões de prosseguimento do estudo: a) ampliar a amostra com a participação de outros setores da indústria brasileira, principalmente do setor de material de transporte, de produtos siderúrgicos e de produtos alimentícios, de forma a possibilitar análises e comparações entre os diversos setores industriais brasileiros e; b) realizar pesquisa exclusiva com as micro e pequenas empresas a fim de melhor avaliar os benefícios do regime nesse grupo.