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IEEE Engineering Management Review

Issue 4 • Date Dec. 2012

This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

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  • IEEE Engineering Management Review - Front cover

    Publication Year: 2012, Page(s): c1
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    Freely Available from IEEE
  • IEEE Technology Management Council

    Publication Year: 2012, Page(s): c2
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    Freely Available from IEEE
  • Technology Management Council Chapters

    Publication Year: 2012, Page(s): c3
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    Freely Available from IEEE
  • Table of contents

    Publication Year: 2012, Page(s): 1
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    Freely Available from IEEE
  • Issues in new product development

    Publication Year: 2012, Page(s): 2
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (311 KB)

    In this issue of EMR, we continue our new format with the second release of the Technology Manager's Notebook that provides essays from our team of practitioners actively engaged in the management of technology. It is clear that practicing managers face a different set of challenges than theoreticians. Managers continually confront the day to day challenges of meeting business targets and navigati... View full abstract»

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  • Editorial: the complexity of developing new products

    Publication Year: 2012, Page(s): 2
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

    This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/. View full abstract»

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  • Managing technical professionals: giving employee feedback

    Publication Year: 2012, Page(s):3 - 4
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (242 KB)

    As a manager of technology professionals, have you ever entered a mid-year performance review and given negative performance feedback to one of your employees? Did you feel that your message was not getting across? Or during a performance feedback session, did you ever feel that there was a serious difference of opinion with respect to your expectations from those of the employee? Employee reviews... View full abstract»

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  • From idea to innovation

    Publication Year: 2012, Page(s):5 - 6
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (96 KB)

    Ideas can come from any segment of an organization; no individual or group has a monopoly on generating ideas. Developing the idea into what I refer to as a visual prototype, which can be used to explore the viability of the idea, presents many challenges, but most importantly, finding the person with the knowledge and expertise to pursue the idea. View full abstract»

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  • Dealing with (deep) uncertainties: focus on the strategy, not the forecast

    Publication Year: 2012, Page(s):7 - 8
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (97 KB)

    Prediction is very difficult, particularly if it is about the future¿. This quote, attributed to Nils Bohr, holds for all forecasts and expectations on which many strategic decisions are based. While a significant body of quantitative methods knowledge has been developed for dealing with those future uncertainties that can be described adequately in probabilistic terms, relatively little attentio... View full abstract»

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  • Intra-company organizational interfaces

    Publication Year: 2012, Page(s):9 - 10
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (653 KB)

    In the last article on organizational interfaces we elaborated on the different types of interfaces you face at your own organization. We have seen that it can be of internal or external nature. Furthermore, we have identified a variety of aspects that are completely independent of the nature of your organization and hence apply in an orthogonal manner. In this article we will now have a closer lo... View full abstract»

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  • Why is PM important-especially in engineering projects?

    Publication Year: 2012, Page(s):11 - 12
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (77 KB)

    One might ask why project management is necessary and even important. To many engineers project management seems like unnecessary overhead. However, people who appreciate and practice project management will confirm it should be used for projects regardless of the level of complexity. Why do they believe this? There are many reasons. View full abstract»

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  • Wading and jumping into a new job-exploring dynamics of knowledge flow for systems engineers

    Publication Year: 2012, Page(s):13 - 30
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

    This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles. View full abstract»

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  • How GE teaches teams to lead change

    Publication Year: 2012, Page(s):31 - 41
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

    This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles. View full abstract»

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  • The effect of multiknowledge individuals on performance in cross-functional new product development teams

    Publication Year: 2012, Page(s):42 - 54
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

    This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles. View full abstract»

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  • Knowledge integration at the edge of technology: on teamwork and complexity in new turbine development

    Publication Year: 2012, Page(s):55 - 67
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

    This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles. View full abstract»

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  • Planning and uncertainity in new product development

    Publication Year: 2012, Page(s):68 - 79
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

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  • Effective virtual new product development teams: an integrated framework

    Publication Year: 2012, Page(s):80 - 90
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

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  • The impact of virtual technologies on knowledge-based processes: an empirical study

    Publication Year: 2012, Page(s):91 - 106
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

    This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles. View full abstract»

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  • Technology-may it R.I.P.

    Publication Year: 2012, Page(s):107 - 108
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (518 KB)

    Life used to be so simple! Just open your appointment book and write. Get your file folder from the drawer and look up or enter some data. Want to call someone? Just dial the number and boom there was the person you called at the other end! View full abstract»

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  • Surf's up: managing new product development

    Publication Year: 2012, Page(s):109 - 110
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (79 KB)

    Web routes abound that offer strategies for successfully managing new product development ventures. Information gleaned from these resources can help enhance prospects for favorable outcomes and deliverables. Practitioners discuss useful methods for evaluating present and potential customer cravings, introduce effective product concept generation theories, share lessons learned from using advanced... View full abstract»

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Aims & Scope

The IEEE Engineering Management Review includes papers that are aimed at those engaged in managing research, development, or engineering activities.

Full Aims & Scope

Meet Our Editors

Editor-in-Chief

Gerard H. (Gus) Gaynor
 
3M Director of Engineering, Retired
1201 Yale Place No. 809
Minneapolis, Minnesota 55403
 
g.gaynor@ieee.org