Current Issue : July - September Volume : 2014 Issue Number : 3 Articles : 6 Articles
The success of a New Product Development\n(NPD) process strongly depends on the deep\ncomprehension of market needs and Analytic Hierarchy\nProcess(AHP)hasbeencommonlyusedtofindweights\nfor customersââ?¬â?¢ preferences. AHP best practices suggest\nthat lowconsistency respondents should be considered\nuntrustworthy; however, in some NPD cases ââ?¬â?? such as\ntheonepresentedhereââ?¬â??thisstakecanbeextremelybig.\nThispaperdealswiththeusageofAHPmethodologyto\ndefine the weights of customer needs connected to the\nNPDprocessofa typicalimpulsebuyinggood,asnack.\nThe aim of the paper is to analyse in a critical way the\nopportunity to exclude or include nonconsistent\nrespondentsinmarketanalysis,addressingthefollowing\nquestion: should a nonconsistent potential customer be\nexcluded from the analysis due to his inconsistency or\nshould he be included because, after all, he is still a\npotential consumer? The chosen methodological\napproach focuses on evaluating the compatibility of\nweight vectors among different subsets of respondents,\nfiltered according to their consistency level. Results\nsurprisingly show that weights do not significantly\nchangewhennonconsistentrespondentsareexcluded....
Global manufacturing businesses manage a flexible use of time and\nspace, in order to take the most of different manufacturing locations: thus,\ncompanies are pressed to search for manufacturing solutions that can\ncombine both manufacturing time and spatial requirements, in order to\ncontrol and guard the most convenient global areas with own strategic\nmanufacturing units.\nBusinesses face competition also by associating with other businesses,\ncreating a competitive network by stressing many and intense relationships:\ntwo or more companies achieve mutual advantage by giving up the absolute\ncontrol they held over certain business processes, to exploit common benefits\ngenerated by their association.\nThis realize a radical re-thinking of their whole organization: through a\nmassive recourse to outsourcing strategies ââ?¬â?? with the aim to take the best\nfrom the market by developing complex mechanisms aimed to implementing\nthe competitive relationships either ââ?¬Ë?individuallyââ?¬â?¢ or in association with other\nbusinesses (suppliers, distributors, or even competitors) ââ?¬â?? internal skills\nundergo a progressive reduction until the ââ?¬Ë?core businessââ?¬â?¢ remains under strict\ncontrol.\nThe shared activities can be realized in interfirm business units, representing\nthe smallest part of a cooperative network.\nIn this paper we examine the fundamental international literature on alliances\nand network, finding a new perspective on interfirm business units\nplacement and performance evaluation....
Purpose ââ?¬â?? The purpose of this study is to investigate the different\ntypes of innovation that are dominate in companies in the Albania services\nsector (telecommunication and bank), the praxis associated with the inquiry\nof innovation and their relationship with company performance.\nDesign/methodology/approach ââ?¬â?? The study is a conceptual one with detailed\nreview of literature and descriptive research design. This study collected\nquantitative data from 16 banks and 89 companies of telecommunications in\nAlbania using a self-administered questionnaire. The questionnaires have\nbeen answered mainly by owners of businesses and sometimes by\naccountants of businesses. The article proceeds as follows. Section two and\nthree offers the objectives of the study and the rational of the study. Next\nsection offers the literature review. Also we try to give the performance of\ninnovation in our country. Section six offers analysis and discussion of\nresults in the context of other contributions to the topic. The final section\npresents a summary and tentative conclusion.\nFindings: Main findings show that more than 60% applies process and\nproduct innovation. Yet, these days Albania represents a deficit in\ninnovation, with a poor performance, which becomes a handicap for the\ncompetitiveness of its enterprises. It ranks 123 out of 144 in Global\nCompetitiveness Report 2012-2013.\nResearch limitations: The period of the study is for six months from June\n2013 to January 2014. The firm reports if it has introduced at least one\ninnovation in the period from 2010 to 2012....
In the modern globalized world, innovation is a\nbasic prerequisite for economic development and the\npreservation of competitiveness. However, there is still\nno generally accepted definition of innovation or the\ninnovation process; individual authors use their own\ndefinitions, often formed from different concepts. This\npaper compares these definitions using methods of\nanalysis and synthesis, constructing its own conceptual\nframework of the innovation process reflecting the key\ncharacteristics that are identical or similar in many of the\ncompared definitions. When constructing a new\ndefinition and model, it is necessary to bear in mind that\ninnovation is not an isolated activity but rather an entire\nprocess or even sequence of processes. With true\ninnovation, every partial process must be successfully\ncompleted. This process as a whole becomes the starting\npoint for further research, measurement and the\nmanagement control of innovation performance under the\npostdoc research project ââ?¬Å?Innovation Process Performance\nAssessment: a Management Control System Approach in\nthe Czech Small and Medium-sized Enterprisesââ?¬Â No. 13-\n20123P of the Czech Science Foundation....
Strategic planning is considered very crucial in educational\norganizations. Strategic planning has direct impact on educational output.\nThe objective of this study is to examine the effect of strategic planning on\nacademic enterprise. To achieve this objective, questionnaire was used and\nfinancial data was collected. The results of this research indicated that\nstrategic planning affects the effectiveness of academic enterprise....
This study examinesthe relationships amongsoft factors and hard\nfactors of total quality management (TQM) practices, and organizational\nlearning in Indonesia�s ISO 9001registered manufacturing companies. As\nmany as 217 quality managers in Indonesia�s ISO 9001 registered\nmanufacturing companies participated in this study. The results of this study\nfound that in Indonesia�s ISO 9001 registered manufacturing companies, the\nhigher levels of soft factors lead to higher levels of hard factors and\norganizational learning. Hard factorsinsignificantly affect organizational\nlearning;therefore hard factors do not mediate the relationship between soft\nfactors and organizational learning....
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