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Implementing component reuse strategy in complex products environments
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Communications of the ACM archive
Volume 50 ,  Issue 12  (December 2007) table of contents
Pages: 63 - 67  
Year of Publication: 2007
ISSN:0001-0782
Authors
Ilan Oshri  Rotterdam School of Management Erasmus, The Netherlands
Sue Newell  Bentley College, Waltham, MA and Warwick University, U.K
Shan L. Pan  National University of Singapore, Singapore
Publisher
ACM  New York, NY, USA
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Downloads (6 Weeks): 11,   Downloads (12 Months): 121,   Citation Count: 0
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ABSTRACT

Tensions grow---and often so do costs---when operating procedures change. This corporate study illustrates how friction between engineers and management can be eased by introducing complementary initiatives.


REFERENCES

Note: OCR errors may be found in this Reference List extracted from the full text article. ACM has opted to expose the complete List rather than only correct and linked references.

 
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Huang, J.C., Newell, S., Galliers, R.D. and Pan, S.-L. Dangerous liaisons? Component-based development and organizational subcultures. IEEE Trans. Engineering Management 50, 1, 89--99.
 
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Lave, J. and Wenger, E. Situated Learning Legitimate Peripheral Participation. Cambridge University Press, Cambridge, MA, 1991.
 
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Nightingale, P. The product-process-organization relationship in complex development projects. Research Policy 29, 913--930.
 
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Nobeoka, K. and Cusumano, M.A. Multiproject strategy and sales growth: The benefits of rapid design transfer in new product development. Strategic Management J. 18, 3, 169--186.
 
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Smith, K. The Systems Approach to Innovations: Some Policy Implications: The Emerging Knowledge Society. Jahres, Jahres, Sweden, 1995.
 
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Westney, D.E. Domestic and foreign learning curves in managing international cooperative strategies. Cooperative Strategies in International Business. F.J. Contractor and P. Loange, Eds. Lexington Books, Lexington, MA, 1988, 339--347.

Collaborative Colleagues:
Ilan Oshri: colleagues
Sue Newell: colleagues
Shan L. Pan: colleagues