Suchergebnisse

In a span of three decades, Singapore has successfully created a system of higher education with six government-supported universities. Was it luck or was it all planned? How did Singapore build this successful system of higher education? Based on their primary research, the authors propose five major drivers behind Singapore's success and provide recommendations for the future in Singapore's higher education landscape. Professor Emeritus Arnoud De Meyer shared his insights from the book "Building Excellence in Higher Education: Singapore's Experience".

The interview covered: Teaching and Curriculum – Title: Maintaining SMU's competitive edge Challenges & Future; Title: Developing SMU into an internationally recognized university SMU research and its impact on society in Singapore Campus – Title: Renovating Campus Green Renovating Prinsep Street Residences SMU-X Building Designing SMU-X Building Building a culture of sustainability Goals as President Support from the government Advice for students – Grasping opportunities

Currently, there are three forces creating a more favourable background for western multinational companies to do new business in China by transferring new technology. First, growing overcapacity means China requires not traditional turnkey factories, but instead, technology which leads to innovation and improvement. Second, a changing attitude by all levels of Chinese government to demanding state-of-the-art technology including software instead of previous generation technology, and to technology management and commercial implementation more. Third, intellectual property rights are becoming better respected. The author makes suggestions to best manage technology transfer into China, with this changed background. Based on six case studies and extensive desk and literature research, he makes proposals under three headings: creating a win-win situation, applying good basic principles of technology transfer to the Chinese case, and applying common sense to the management of intellectual property rights.

Der Artikel nimmt Bezug auf eine empirische Untersuchung, welche das Ziel verfolgt, widersprüchliche Ergebnisse vorangegangener Forschungsprojekte zum technologischen Informationsfluß im Bereich Forschung und Entwicklung zu erklären. Dazu wurden 202 Technologen in 22 belgischen Unternehmen befragt. Als Hauptergebnis wurde ermittelt, daß der grundlegende Faktor im Forschungs- und Entwicklungsprozeß die Technologie selbst ist. Die Art der Technologie muß also im direkten Zusammenhang mit dem Innovationsprozeß gesehen werden. (IAB)

I was intrigued by the theme of this conference about the social futures of Singapore. I believe that Singapore is at a tipping point of thinking about its future. This is not because it was Singapore's 50 years of independence last year and we are now looking at the next 50 years. It is simply because Singapore has become a very mature and rich society. It probably has to start thinking in a very different way about its future. I had, at other occasions, mentioned my belief that Singapore's resilience will be one of the key requirements for it to be successful in its future. In this presentation, I will share my views on what it means and takes to be a resilient society for a global Singapore.

This qualitative study analyzes the decision-making process involved in adapting preconceived courses of action during the implementation of a strategic initiative. We observe that the type of decision-making process hinges on the nature of managers' emerging awareness of future events. When managers become aware of new uncertainty, the process involves selectiveness, deliberateness, and diligence. By contrast, when managers become aware of new certainty, the process conforms to the problem-solving adhocracy and decision-making messiness emphasized in prior literature. We summarize our findings in a framework, proposing that decision-level differences in awareness and uncertainty can explain the observed variation in strategic decision-making processes during implementation. We also discuss implications for theory on procedural rationality and analytical comprehensiveness.

What is the role of government in the digital economy? It is not our intention to go into an in-depth ideological debate on whether governments should intervene in the business sector. We will try to adopt a pragmatic approach and explore what already happens in practice. It is up to the reader to make a judgment to what extent the governments should be involved in the ICT sector. There is enough indication that, due to network externality effects, governments need to take on an active role in stimulating an e-environment to jump-start the move toward a higher level of e-readiness.In this chapter, we will argue that the government can play an important role in at least four areas: stimulating the enhancement of the infrastructure that enables e-Europe; investing in improved services (e-government); stimulating an e-friendly business environment; and creating an all-inclusive information society. For each of these areas we will provide in-sights into how the government can play an effective role.

Today, to improve productivity in manufacturing, one has a large
variety of improvement programmes at one′s disposal. Zero defects, value
analysis, just‐in‐time, manufacturing lead time reduction are just a few
of a long list of potential action programmes. Their real impact is not
always clearly described, and manufacturing managers often have to start
implementation on a basis of belief. In this article we use the database
of the European Manufacturing Futures Survey to explore some of the
medium‐term effects of these improvement programmes on manufacturing
performance. The conclusions show that there are no simple cause‐effect
relationships between single improvement programmes and manufacturing
performance. Tenacity in implementation is required since some
programmes have negative effects in the short term, but can have
positive effects in the long term.

The integration of information systems within manufacturing, and between manufacturing and other functions, is a growing concern. A survey of 560 manufacturing companies in Europe, North America and Japan reveals that management is paying increasing attention to this issue, though it is given slightly less priority in Japan. European respondents appear to favour a top‐down approach to the integration of the various information sub‐systems, while North American and Japanese respondents support the bottom‐up approach. North Americans are more concerned with control of materials flow when developing systems, the Europeans with demand management, and the Japanese with technical and engineering issues.

Europe enlarged its boundaries in 2004 with the accession of ten new member states to the European Union. The creation of an effective information society is seen as critical to the global competitiveness of Europe. Based upon detailed data collection and rigorous analysis, the book presents a benchmarking study of the 10 new member states and 3 candidate countries of the European Union as compared to the 15 incumbent countries with respect to the development of their information societies. Using a framework based on the Europe 2005 benchmarking framework, the 28 EU members and candidate countries are ranked according to their level of information society development, and then classified into 4 categories. The results presented in this book are of importance to all managers and companies doing business in the IT sector in the European Union.