Organizational structure, information technology, and R&D productivity
In: IEEE transactions on engineering management: EM ; a publication of the IEEE Engineering Management Society, Band EM-33, Heft 4, S. 212-217
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In: IEEE transactions on engineering management: EM ; a publication of the IEEE Engineering Management Society, Band EM-33, Heft 4, S. 212-217
In: Research policy: policy, management and economic studies of science, technology and innovation, Band 12, Heft 4, S. 199-211
ISSN: 0048-7333
Bezug auf Mexiko, Spanien und Irland
World Affairs Online
In: Research policy: policy, management and economic studies of science, technology and innovation, Band 7, Heft 2, S. 124-149
ISSN: 0048-7333
World Affairs Online
In: IEEE transactions on engineering management: EM ; a publication of the IEEE Engineering Management Society, Band EM-13, Heft 2, S. 72-83
In: Communication research, Band 14, Heft 5, S. 575-587
ISSN: 1552-3810
The article presents a conceptual model that hypothesizes how information technologies may assist in accomplishing two key functions of communication in research and development. The first function is to provide state-of-the-art information on the organizational technologies that are employed. This function is typically carried out via a functional organization structure, which groups together individuals with similar technical specialties. The second function is to accomplish coordination across technical specialties applied to the same task or project. This is typically accomplished by a project form of organization, which groups together individuals working on the same task. The cost of selecting one structure is the loss of the advantages of the other. Information technologies, such as electronic mail, computer conferencing, bulletin boards, and document search and retrieval systems, may be employed to augment the chosen structure and compensate to some degree for its limitations.
In: Human factors: the journal of the Human Factors Society, Band 15, Heft 5, S. 487-498
ISSN: 1547-8181
A year-long investigation was undertaken to determine the impact, of a radical new scheme of office layout on work-related behavior, communication, and performance. The office layout under investigation is best described as "nonterritorial". It is an open floor plan arrangement, but goes far beyond the traditional open-space office, removing not only office walls, but most permanent stations as well. Employees (product engineers) work at large round tables, which are distributed through the office area, and may locate themselves anywhere that they wish on any given day, or at different times during a day. The experiment was successful to the extent that employees preferred the new arrangement over the traditional one- and two-person offices they had previously occupied and that communication within the department increased significantly. It was unsuccessful in that no measurable increase in departmental performance was registered over the period of the study.
In: IEEE transactions on engineering management: EM ; a publication of the IEEE Engineering Management Society, Band EM-16, Heft 2, S. 58-64
In: Administrative Science Quarterly, Band 14, Heft 1, S. 12
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 14, S. 12-19
ISSN: 0001-8392
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 14, Heft 1, S. 12-20
ISSN: 0001-8392
In: Research Policy, Band 12, Heft 4, S. 199-211
In: Research Policy, Band 34, Heft 7, S. 994-1009
In: Research policy: policy, management and economic studies of science, technology and innovation, Band 34, Heft 7, S. 994-1009
ISSN: 0048-7333