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  • 1
    Electronic Resource
    Electronic Resource
    Using ‘hard’ and ‘soft’ technologies for global new product development (1996)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 26 (1996), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper reports on a study of the use of ‘hard’ and ‘soft’ technologies as tools for managing global new product teams. ‘Hard’ technologies consist of electronic mail, teleconferencing, fax, video conferencing, and other electronic means of facilitating communication. ‘Soft’ technologies, on the other hand, reflect managerial behaviors that are necessary to deal with the social and behavioral aspects of global new product development. Our study suggests that:The frequency of use of hard technologies is greater for higher versus lower performing global teams.The set of hard technologies perceived to be important is different for higher versus lower performing global teams.How well soft technologies are used is greater for higher performing global teams.Soft technologies are seen as more important than hard technologies.Implications of these findings for managers and future research are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1996.tb00959.x
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  • 2
    Electronic Resource
    Electronic Resource
    Logistics and interdepartmental integration (1996)
    Bingley : Emerald
    International journal of physical distribution and logistics management 26 (1996), S. 6-14 
    Details
    ISSN: 0960-0035
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Suggests that while integration is a term that logistics discusses in an interorganizational context, integration within an interdepartmental integration is not as prevalent. Consequently, a common definition for "integration" is lacking. Literature has provided three characterizations: integration represents interaction or communication activities; integration consists of collaborative activities between departments; and integration is a composite of interdepartmental intraction and interdepartmental collaboration. Adopting the composite view, prescribes that managers and researchers consider integration to be a multidimensional process. Proposes a model is based on this perspective to suggest that different logistics situations will require varying degrees of integration via interaction and collaboration. Managerial implications are discussed for each situation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09600039610182753
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    Paper (German National Licenses)
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