Development of a technical innovation audit

Article Abstract:

A model for auditing technical innovation management is presented to enable all personnel involved in product development to evaluate their performance and the efficiency of existing organizational practices. The model identifies four core processes in technical innovation management, which include concept generation, product development, process innovation and technology acquisition. These core processes are supported by three enabling processes which include human and financial resource deployment, appropriate systems and tool use and senior management leadership and direction. Several case studies showing the appropriate application of the technical innovation audit model are also presented.

Accounting and auditing, Product development, Technological innovations

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The status of global sourcing as a critical tool of strategic planning: opportunistic versus strategic dichotomy

Article Abstract:

Global outsourcing is a tool whose potential has not been fully realized by US firms due to their treatment of the technique as an opportunistic rather than a strategic advantage. Company managers must plan their outsourcing activities to harmonize them with competitive goals in order to achieve cost benefits. Treatment of global outsourcing as an opportunistic advantage may improve only short-term profits and costs and fail to support general performance and long-term competitive advantage.

Planning, International aspects, Business planning, Outsourcing

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Global R&D project management and organization: a taxonomy

Article Abstract:

A new study analyses the processes of global R&D project management and organization.

Research, Project management

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