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  • 1
    Monograph available for loan
    Monograph available for loan
    Der St. Galler Business Model Navigator : 55+ Karten zur Entwicklung von Geschäftsmodellen (2021)
    [München] : Hanser
    Details Availability
    Call number: PIK B 522-22-94765
    Description / Table of Contents: Neue Geschäftsmodelle lassen sich auf eine Kombination 55+ altbekannten Mustern zurückführen. Dazu gehören z.B. "Mass Customization", also individuell auf Kunden zugeschnittene Angebote oder "Licence": ein Muster, das sich auf geistiges Eigentum konzentriert. Der St. Galler Business Model Navigator vereint diese Muster, kategorisiert sie anhand der vier Dimensionen: Wer? (die Kunden), Was? (das Nutzenversprechen), Wie? (die Wertschöpfungskette) sowie Wert? (Ertragsmechanik). So entwicklen Sie spielerisch Ihr eigenes Geschäftsmodell. Das Kartenset besteht aus den 55 Musterkarten (eine Karte pro Geschäftsmodell). Sie erfahren, welche Muster es gibt, wie sie sich kombinieren lassen und worauf es bei einem Geschäftsmodell ankommt. Ein absolutes Muss für alle, die ein "Feuerwerk neuer Ideen" entfachen wollen! - 55 Karten
    Type of Medium: Monograph available for loan
    Pages: 60 Blätter, das heißt 120 Seiten , Illustrationen , 1 Beiheft (19 Seiten)
    Edition: 2. Auflage
    ISBN: 978-3-446-46827-6
    Language: German
    Branch Library: PIK Library
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  • 2
    Monograph available for loan
    Monograph available for loan
    The business model navigator : the strategies behind the most successful companies (2020)
    Harlow, United Kingdom : Pearson Education, Limited
    Details Availability
    Call number: PIK B 522-22-94764
    Description / Table of Contents: A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated business models that are no longer promising the results we need. This new edition builds on the well-known methodology of the first edition to allow you to innovate, test and implement new business models within your industry. Discover the idea of business model innovation, from structuring the process of innovation of a company's business model to encouraging outside-the-box thinking. With expert authors, The Business Model Navigator combines learning research with evidence of high practical impact, allowing you to master the transformation journey and lead your business to success.
    Description / Table of Contents: "The method, the Business Model Navigator, consists of 55+ successful business model patterns, which can serve as blueprints for your own business model innovation efforts. The present work specifically addresses practitioners and consciously avoids complicated theoretical arguments. The purpose of this book is to introduce a methodology - the Business Model Navigator - that will help innovate business models in a structured manner"--
    Type of Medium: Monograph available for loan
    Pages: xx, 404 Seiten , Illustrationen
    Edition: Second edition
    ISBN: 978-1-292-32712-9
    Language: English
    Location: A 18 - must be ordered
    Branch Library: PIK Library
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  • 3
    Electronic Resource
    Electronic Resource
    Minimizing Market Risks Through Customer Integration in New Product Development: Learning from Bad Practice (2005)
    Oxford, UK and Malden, USA : Blackwell Publishing Ltd.
    Creativity and innovation management 14 (2005), S. 0 
    Details
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Customer integration into the innovation process is about to become a best practice. The lead-user approach has proven to be especially valuable when reducing discontinuous innovation's market risk. Since the theory of customer integration still lacks a concept and processes, this article illustrates how companies can be helped from a practice perspective to implement customer integration and maximize market safety. Triggered by the results of an in-depth case study, we adapted Lettl's explorative model of customers’ contribution to the new product development (NPD) process, which was originally developed for the medical technology industry, to engineering companies.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8691.2005.00362.x
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  • 4
    Electronic Resource
    Electronic Resource
    Organizing Pharmaceutical Innovation: From Science-based Knowledge Creators to Drug-oriented Knowledge Brokers (2005)
    Oxford, UK and Malden, USA : Blackwell Publishing Ltd.
    Creativity and innovation management 14 (2005), S. 0 
    Details
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The pharmaceutical industry is exposed to severe conditions: while a typical R&D process lasts up to 13 years, only one out of 10,000 substances becomes a marketable product. In addition, markets for pharmaceutical products tend to become more fragmented, leading to an increased risk of market failure. At the same time, R&D productivity has been deteriorating for several years. The number of new drug approvals is constantly declining, while R&D expenditures are escalating as a result of high investments in new drug discovery technologies and more complex clinical studies. As a response, pharmaceutical firms have started to focus on balancing the right size and structure of their R&D activities. This leads to several organizational trends: (1) novel management of technologies; (2) R&D internationalization; and (3) open innovation modes.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8691.2005.00344.x
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  • 5
    Electronic Resource
    Electronic Resource
    Insourcing Creativity with Listening Posts in Decentralized Firms (2004)
    Oxford, UK and Malden, USA : Blackwell Publishing Ltd
    Creativity and innovation management 13 (2004), S. 0 
    Details
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Technological listening posts as a means of technological knowledge sourcing were observed to be a widespread empirical phenomenon in centres of technological excellence and innovation clusters. Our research is based on 55 semi-structured interviews with 12 technology-intensive companies and 6 benchmarking-workshops on external knowledge sourcing with 11 companies. We reveal three archetypes of listening posts: trend scout, technology outpost and matchmaker. We describe their respective mission, organizational structure and critical success factors. Each type is illustrated with case studies.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8691.2004.00289.x
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  • 6
    Electronic Resource
    Electronic Resource
    Multicultural Teams: Increasing Creativity and Innovation by Diversity (2001)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Creativity and innovation management 10 (2001), S. 0 
    Details
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The internationalization of industrial research and development has tended to be regarded as a necessary evil. However, in conjunction with project management attuned to different cultures, multicultural teams can increase the rate of creativity and innovation. Many examples of this are demonstrated, together with specific reference to a competence-based network developed within Schindler Elevator Ltd.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-8691.00206
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  • 7
    Electronic Resource
    Electronic Resource
    Trends and determinants of managing virtual R&D teams (2003)
    Oxford, UK : Blackwell Publishing
    R & D management 33 (2003), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The past years have seen a decentralization of R&D to local markets and centres-of-excellence. Supported by modern information and communication technologies, ‘virtual project teams’ were formed to facilitate transnational innovation processes. With their boundaries expanding and shrinking flexibly with changing project necessities, virtual teams are believed to be an important element in future R&D organization. Based on 204 interviews with R&D directors and project managers in 37 technology-intensive multinational companies we identify four distinct forms of virtual team organizations used to execute R&D projects across multiple locations. Ordered by increasing degree of central project coordination, these four team concepts are based on: (1) decentralized self-organization, (2) a system integrator as a coordinator, (3) a core team as a system architect, and (4) a centralized venture team. Our contingency approach for organizing a transnational R&D project is based on four principal determinants: (1) the type of innovation (radical/incremental), (2) the systemic nature of the project (systemic/autonomous), (3) the mode of knowledge involved (tacit/explicit), and (4) the degree of resource bundling (complementary/redundant). According to our analysis, the success of virtual teams depends on the appropriate consideration of these determinants.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-9310.00296
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  • 8
    Electronic Resource
    Electronic Resource
    Motivations and barriers of foreign R&D activities in China (2004)
    Oxford, UK and Boston, USA : Blackwell Publishing Ltd
    R & D management 34 (2004), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The continued growth of the Chinese economy accompanied with the expansion of international investment in China has led to an increase in foreign research and development (R&D) activities in the country. Aside from the rising importance of R&D internationalization, research on foreign R&D in China has been neglected in the past due to its emerging status. In this article we examine drivers and barriers for conducting R&D in China. The focus of our research is on transnational companies typically characterized by decentralized R&D activities. Our research is mainly based on qualitative interviews with senior R&D managers. The success of foreign R&D activities in China strongly depends on the realistic estimation of its advantages and the proper identification and handling of barriers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.2004.00350.x
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  • 9
    Electronic Resource
    Electronic Resource
    Management of dispersed product development teams: the role of information technologies (1998)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    R & D management 28 (1998), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: In recent years, international corporations such as IBM are increasingly relying on dispersed R&D teams in order to keep pace with resource availability and the demands of global markets. The advantages of this approach arise mainly from the utilization of differences in personnel costs and gaining access to a broader knowledge base to satisfy the demands of international clients. The disadvantages of teams of this kind are obvious: geographic distances, differences in culture and work habits as well as the necessity to bridge time zones place greater demands on communication, synchronization and management.The application of specific project management methods and the intensive use of information technology (IT) lessens the disadvantages in transnational development projects. Recently completed projects involving large-scale commercial software development at IBM demonstrate the potentials of IT in transnational development. The authors advocate the application of IT adapted to specific situations. The central fields of application of IT in dispersed R&D teams are the development of a personal network, the promotion of creativity, the exchange of technical information, and the coordination of decentralized project activities.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-9310.00077
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  • 10
    Electronic Resource
    Electronic Resource
    Organization of industrial R&D on a global scale (1998)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    R & D management 28 (1998), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Although the globalization of industrial R&D processes has increasingly attracted management scientists and considerable work on R&D internationalization has been done since the 70s, important problems in organizing geographically distributed R&D sites have not yet been resolved. This analysis is based on 165 interviews in 31 technology-based multinationals from Switzerland, Germany, USA, and Japan conducted between 1994 and 1997. We describe the extent of R&D internationalization, its key drivers and principal impediments. Two trends are identified: (i) a geographic concentration on leading technology centres, and (ii) a tightened coordination of R&D units. Overlaying structures, superimposed to regional and functional structures, play a central role in overcoming current deficits in global R&D management. Organizational constituents of this structure are technology offices (Schering), technology management as a competence center (Schindler), central project offices (IBM), central project management (Bayer), project oriented career development (Bosch), virtual project management departments (Roche), and cross-cultural job rotation (ATR).
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-9310.00092
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