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Engineering Management Review, IEEE

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

    Page(s): C1
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    Freely Available from IEEE
  • IEEE Technology Management Council

    Page(s): C2
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    Freely Available from IEEE
  • Table of contents

    Page(s): 1
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    Freely Available from IEEE
  • Managing technical professionals for maximum performance

    Page(s): 2
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    Freely Available from IEEE
  • Managing technical professionals: dealing with difficult employees

    Page(s): 3 - 4
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | 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 previous articles was encouraging and hopefully this commentary will also receive a positive response. View full abstract»

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  • Innovation: developing the "visual prototype"

    Page(s): 5 - 6
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    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 invention. View full abstract»

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  • Humility and new modes of engineering design

    Page(s): 7 - 8
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    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 communities of ethicists, sociologists, and public administrators. Proposals considered include greater public participation, enhanced procedures for design, and alterations to the design team. Many of these proposals were not originally aimed at engineering designers but rather were intended to stimulate a change in the relationships between actors. A series of crises has rewritten the social contract between engineers, citizens and government. Given this, what is an engineering designer to do? View full abstract»

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  • Inter-company organizational interfaces

    Page(s): 9 - 10
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | 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 conglomerate, you can easily guess that this interaction starts to become a real challenge. There is no longer a single CEO that can set a policy or code of conduct. Suddenly you are facing multiple company cultures, even if they all basically bear the same name on their letterhead. Therefore, in this brief article we are going to analyze a few basic aspects related to these inter-company organizational interfaces. View full abstract»

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  • Managing international projects

    Page(s): 11 - 12
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    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 located in at least one country that is different from that of the project manager. The project stakeholders are usually also located in multiple countries. Does the management of in international project require any different skills, methods or techniques than managing local projects? View full abstract»

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

    Page(s): 13 - 19
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | 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 professionals. Next, we define "relational networks", the increasingly interconnected collaborative, interfirm relationships in which much innovation takes place. This changed locus for innovation requires very different approaches to managing technical professionals, as we show. We close with recommendations for negotiating this new terrain. View full abstract»

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  • Performance management from multiple perspectives: taking stock

    Page(s): 20 - 27
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    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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  • Motivating technical professionals today

    Page(s): 28 - 38
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    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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  • Monitoring technical managers: theory, evidence, and prescriptions

    Page(s): 39 - 52
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    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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  • Development coaching: helping scientific and technical professionals make the leap into leadership

    Page(s): 53 - 64
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    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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  • Formally developing creative leadership as a driver of organizational innovation

    Page(s): 65 - 78
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    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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  • Dynamic technology leadership

    Page(s): 79 - 90
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    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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  • Surfs up: maximizing technical workforce performance

    Page(s): 91 - 92
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    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 customer satisfaction levels. Internet discussion forums tend to differ on what formal credentials are essential for managers to have who are assigned supervisory roles in high-tech organizations. For example, is it best to have significant years of developmental career experience, as well as a MBA degree coupled with a technologically adept discipline-specific graduate degree? Websites described below share suggestions, viewpoints, and methods for energizing technical personnel at all levels to maximize talents and strive for excellence. View full abstract»

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  • Technology Management Council Chapters

    Page(s): C3
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    Freely Available from IEEE

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

Paul K. Bergey

The University of Melbourne
Department of Management & Marketing
10th Floor, 198 Berkeley Street
Victoria, 3010 Australia