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IEEE Engineering Management Review

Issue 1 • Date First Quarter 2013

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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Displaying Results 1 - 18 of 18
  • IEEE Engineering Management Review - Front cover

    Publication Year: 2013, Page(s): C1
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    Freely Available from IEEE
  • IEEE Technology Management Council

    Publication Year: 2013, Page(s): C2
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    Freely Available from IEEE
  • Table of contents

    Publication Year: 2013, Page(s): 1
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  • Managing technical professionals for maximum performance

    Publication Year: 2013, Page(s): 2
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  • Managing technical professionals: dealing with difficult employees

    Publication Year: 2013, Page(s):3 - 4
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (74 KB)

    My past articles considered the issues involved in making a transition from technical professional to an engineering or technology manager, and giving employee performance feedback. These topics are important to me as a manager, because I strongly believe that technical professionals need to understand the job expectations before taking on the responsibilities. The feedback from the readers of my ... View full abstract»

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  • Innovation: developing the "visual prototype"

    Publication Year: 2013, Page(s):5 - 6
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (85 KB)

    It is much easier to talk about innovation than to do innovation. The word innovation is so misused in society that it totally loses its meaning. In a previous article I described innovation: Innovation Invention Commercialization or Implementation; no commercialization or implementation, no innovation. You may or may not accept the description, but innovation cannot be confused with ideas or inve... View full abstract»

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  • Humility and new modes of engineering design

    Publication Year: 2013, Page(s):7 - 8
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (82 KB)

    Engineering design is seen by some as a form of social experimentation. What are we to make of such experimentation in light of calls for technological humility? Further, what should the engineer do, not just the citizen or the government? Does the engineer have some special social responsibility? There have been a number of critiques and propositions for action. These stem from diverse academic c... View full abstract»

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  • Inter-company organizational interfaces

    Publication Year: 2013, Page(s):9 - 10
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (227 KB)

    In a previous article of this series we looked into mechanisms of intra-company organizational interfaces. There, we had seen that in principle, it would be very easy to smoothly organize exchange of information and knowledge within the same company if there were not all the practical aspects of human psychology. But, if the company starts to interact with other legal entities of the same company ... View full abstract»

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  • Managing international projects

    Publication Year: 2013, Page(s):11 - 12
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (639 KB)

    Today's business world is highly international. Communications and travel technologies allow us to work actively with people and companies in locations around the world as easily as with those who are collocated. Because of this many companies have presence in multiple countries, and many, many projects are international. An international project is one in which some of the team members are locate... View full abstract»

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  • Innovating beyond the firm: managing technical professionals in relational networks

    Publication Year: 2013, Page(s):13 - 19
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (639 KB)

    Managing technical professionals is difficult inside the firm; it takes a whole new skill set to manage technical professionals across firm boundaries, in the relational network across the supply chain. Yet increasingly, that's where sharp new product ideas, improvements in process, innovation and strategic advantage reside. We first review traditional thinking about managing technical professiona... View full abstract»

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  • Performance management from multiple perspectives: taking stock

    Publication Year: 2013, Page(s):20 - 27
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

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  • Motivating technical professionals today

    Publication Year: 2013, Page(s):28 - 38
    Cited by:  Papers (3)
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  • Monitoring technical managers: theory, evidence, and prescriptions

    Publication Year: 2013, Page(s):39 - 52
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

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  • Development coaching: helping scientific and technical professionals make the leap into leadership

    Publication Year: 2013, Page(s):53 - 64
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

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  • Formally developing creative leadership as a driver of organizational innovation

    Publication Year: 2013, Page(s):65 - 78
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

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  • Dynamic technology leadership

    Publication Year: 2013, Page(s):79 - 90
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (10 KB)

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  • Surfs up: maximizing technical workforce performance

    Publication Year: 2013, Page(s):91 - 92
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (67 KB)

    Pondering the concept of peak performance management draws attention to notions such as motivation, collaboration, employee engagement, continuous process improvement, quality initiatives, and workforce harmony. Even self-starters may profit by innovative guidance from managers or peers. Effective leadership can help stimulate enthusiasm, strengthen productivity, and deliver outcomes that heighten... View full abstract»

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  • Technology Management Council Chapters

    Publication Year: 2013, Page(s): C3
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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