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1 – 10 of 156This paper expresses the author's point of view that principles and concepts traditionally identified with Industrial Innovation can be productively applied to activities that are…
Abstract
This paper expresses the author's point of view that principles and concepts traditionally identified with Industrial Innovation can be productively applied to activities that are related to the creation of new courses and to the revisions of existing courses that comprise academic programs. The author outlines a proven market based method for successful curricular revision. The approach outlined is derived directly from the traditional stages associated with the innovation process. In support of the viewpoint expressed in this paper, the author makes reference to several classic articles and includes relevant references to his own published work.
Robert M. O’Keefe, Gina O’Connor and Hsiang‐Jui Kung
From July 1995 until July 1996 we followed a group of small companies that were retailing on the Web. We surveyed our sample three times over this period, collecting both…
Abstract
From July 1995 until July 1996 we followed a group of small companies that were retailing on the Web. We surveyed our sample three times over this period, collecting both quantitative and qualitative data and visible data from their Web sites. Our intention was to initiate research into successful Web‐based retail ‐ put simply, what makes a small company successful on the Web? Using ideas from grounded theory and our findings, we suggest important factors and constructs that can be used for further work in this area.
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It is possible to say that an expert in any field of knowledge can be expected to know particular things and techniques. This can be said of a stone mason, a physicist or a…
Abstract
It is possible to say that an expert in any field of knowledge can be expected to know particular things and techniques. This can be said of a stone mason, a physicist or a midwife. The expertise consists of a notional core of knowledge and skills (i.e. applied knowledge). Such expertise arguably can be found in other experts in the same field, although there will be idiosyncrasies of approach and valuation and quite probably divergencies in what is considered “right” and “wrong”.
Marinos Themistocleous, Zahir Irani and Robert M. O’Keefe
During the 1990s, companies focused on the adoption of enterprise resource planning (ERP) systems to solve integration problems. However, ERP systems automate core business…
Abstract
During the 1990s, companies focused on the adoption of enterprise resource planning (ERP) systems to solve integration problems. However, ERP systems automate core business activities without solving underlying business structures and processes. As a result a number of disparate applications often coexist with ERP systems. To better understand ERP and application integration (AI) problems, this paper proposes to identify, analyse and present the problems of ERP systems, as well as examining new approaches for AI. In doing so, a multi‐choice questionnaire has been designed, and was distributed to ERP specialists over the Internet. Responses show that ERP systems amplified the need for integration, as existing systems have to be incorporated with ERP applications. AI securely incorporates functionality from disparate applications, and has shown to lead to the development of new strategic business solutions for enterprises. The results of the research confirm AI as a new means of system integration that adds value by placing business logic in the applications network, thus creating a more dynamic information systems infrastructure.
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Roland Klueber and Robert M. O’Keefe
Supply chain visibility (SCV) is vital where supply chain (SC) partners must have access to information regarding materials within the SC. This is particularly important in…
Abstract
Purpose
Supply chain visibility (SCV) is vital where supply chain (SC) partners must have access to information regarding materials within the SC. This is particularly important in regulated industries where government or industry regulators require additional SC‐related information. An argument is presented that in regulated industries there is a requisite level of visibility that should be assessed. The purpose of this paper is to identify and organise the components of requisite supply chain visibility (RSCV), producing simple concepts that could lay the foundation to assess the requisite level of visibility.
Design/methodology/approach
Drawing on previous research into, and definitions of SCV, this paper builds a definition for RSCV. A project where RSCV is applied as a concept is then presented as a case. The Swiss firm Jet Aviation, its logistics provider Fiege, its equipment suppliers, and involved logistics agents are the participants in the case.
Findings
Requisite SCV in regulated environments can be perceived as dependent upon a firm's strategic orientation, partner capabilities, the need for SC compliance to regulations, the desire for operational flexibility and issues within the environment in which the SC operates. The case suggests that a capabilities, rather than outcomes‐based, approach has merit.
Research limitations/implications
Findings are limited by the context of the case, but are applicable using an analytical generalization to highly regulated industries. A specific method for measuring RSCV is needed, and further research is progressing in this area.
Practical implications
Using the RSCV concept to manage large‐scale SCV initiatives can help firms in highly regulated industries identify the critical factors that increase or limit their SCV. The case suggests that when implementing an IT solution for RSCV, networkability across the SC partners is a key limiting factor.
Originality/value
There is limited research into the role of regulation and compliance in SCV. This is one of the first pieces of research to consider requisite SCV. It proposes a SC specific configurable assessment concept, and presents a unique case in SCV.
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Keryn Lian, Manes Eliacin, Robert Lempkowski, Marc Chason, Matthew O'Keefe and James Drewniak
The purpose of this paper is to present a new class of printed circuit board (PCB)‐based, radio frequency micro‐electro‐mechanical systems (RF‐MEMS) switches and to describe the…
Abstract
Purpose
The purpose of this paper is to present a new class of printed circuit board (PCB)‐based, radio frequency micro‐electro‐mechanical systems (RF‐MEMS) switches and to describe the packaging method and evaluate performance.
Design/methodology/approach
Traditional PCB materials and processes were combined with photolithographic high‐density interconnect (HDI) and MEMS to form 3D high‐performance RF switches.
Findings
A new type of MEMS RF switch has been developed on a PCB platform. Using processes analogous to those used for silicon MEMS, PCB, and HDI technologies were utilized to fabricate these 3D structures. The PCB‐based microstructures are “mil‐scale” rather than the “micro‐scale” of silicon MEMs. A co‐fabrication packaging method for the MEMS RF switch was also developed. The PCB‐based MEMS switches have demonstrated excellent RF performance and “hot‐switching” RF power‐handling capability. PCB‐based MEMS RF switches have the advantages of low cost and amenability to scale‐up for a high degree of integration.
Research limitations/implications
Further development on photo imageable dielectric materials will enable this technology to improve yield and processability.
Originality/value
The paper describes the development of PCB‐based MEMS RF switches. These elements will enable new applications and enhance the functionality of PCBs. They are also more amenable to system integration compared with silicon MEMS.
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A thick cost frontier methodology is used to estimate pre‐ and postmerger X‐inefficiency in 348 mergers approved by the OCC in 1987/88. Efficiency improved in only a small…
Abstract
A thick cost frontier methodology is used to estimate pre‐ and postmerger X‐inefficiency in 348 mergers approved by the OCC in 1987/88. Efficiency improved in only a small majority of mergers, and these gains were unrelated to the acquiring bank's efficiency advantage over its target. These results are not consistent with the traditional market for corporate control story, in which well‐managed firms acquire poorly managed firms and subsequently improve their performance. Rather, the results suggest motivations other than cost efficiencies were driving U.S. bank mergers in the late 1980s. Efficiency gains were concentrated in mergers where acquiring banks made frequent acquisitions, suggesting the presence of experience effects.