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Potentials, IEEE

Issue 2  Part supplement • Date Apr/May 2002

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Displaying Results 1 - 6 of 6
  • Identifying core competence

    Page(s): 2 - 8
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (263 KB)  

    We provide a summary of management theories by comparing their salient features. Then, we propose a set of working definitions by categorizing resources into physical, intellectual, and cultural assets. Using our definitions, a conceptual framework is presented showing relationships between assets, capabilities, competencies, and core competencies. We show how to isolate competencies from capabilities by evaluating the collectiveness and unique attributes of capabilities, and how to further determine core competencies by evaluating the strategic flexibility of competencies. We use this framework to evaluate the competencies and core competencies of a UK manufacturing company. Three approaches have emerged as "a counterpoint to market structure analysis of competitive strategy." An account of these is given, and a summary of their salient features is shown View full abstract»

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  • The M-O-A [marketing opportunity analysis]

    Page(s): 29 - 31
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (324 KB)  

    Before a company invests big money and big time in a product or production line they can conduct what is called a marketing opportunity analysis (MOA). It is an economic analysis that attempts to forecast the long-term viability and success of a product in order to calculate future profits. The MOA can help to identify new market segments that may offer an opportunity for growth, and it can be done prior to the launching of a new product, or it may be drawn up in order to evaluate an existing product or product line. The MOA is also used to attempt to pinpoint weak areas is the marketplace that can spawn new product ideas View full abstract»

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  • Accountability [US Securities and Exchange Commission role]

    Page(s): 18 - 21
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (349 KB)  

    Looking good in the public eye is critical for initial and continued success for companies with outside shareholders. But being front center every three months or pushing for a strong Initial Public Offering (IPO) can exert a considerable internal and external pressure. Factors such as the company's stock price, its cost of borrowing and even its general reputation, some feel are tied to the company's most recently reported performance. The paper discusses the role of the US Securities and Exchange Commission in protecting investors by requiring companies to divulge relevant data at regular intervals View full abstract»

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  • The UM hood

    Page(s): 9 - 11
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    The UM (upper management) hood is that group of people who set the overall pace, exercise control and issue directives from on high in a company. The paper distinguishes between leaders and managers and discusses the security complexes that exist in the top echelons of a company View full abstract»

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  • Indicators determining FTC. Assessing a firm's technological capability

    Page(s): 12 - 17
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (215 KB)  

    The purpose of this article is to assess the validity of various indicators of FTC. Stated more precisely; the following are our three research questions. 1) What relationships exist between the various indicators of firm technological capability? 2) Are the relationships between these indicators consistent across different industries? 3) Does a consistent relationship exist between firm technological capability and firm performance? Taken together, we determine whether the different technology indicators correlate with one another. Also, whether the indicators developed to measure different constructs, in fact, do so View full abstract»

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  • R&D project selection using ANP...the analytic network process

    Page(s): 22 - 28
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    This article discusses using the analytic network process (ANP) for decision-making. ANP allows qualitative values to be transformed into quantitative values for comparative analysis. The ANP is a relatively simple, intuitive approach that managers and other decision-makers can accept View full abstract»

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Aims & Scope

IEEE Potentials is the magazine dedicated to undergraduate and graduate students and young professionals.

Full Aims & Scope

Meet Our Editors

Editor-in-Chief
David Tian
Carnegie Mellon University
david.tian@ieee.org