Journal of International Food & Agribusiness Marketing

Volume 25, Issue 1, 2013

Technological Innovation Drivers in Rural Small Food Industries in Iran

Preview

Access options

DOI:

10.1080/08974438.2013.726194

Shohreh Soltani^a, Hossein Azadi^b* & Frank Witlox^b
pages 68-83

Publishing models and article dates explained
Version of record first published: 26 Dec 2012

Article Views: 1

Alert me

Abstract

The first step in devising the best incentives to support innovation is to investigate factors that affect the development of innovations. This article contributes to exploring such factors in small food industries in the rural areas of Tehran province, Iran. Using a census sampling method, 111 managers of 60 active firms were interviewed. The results showed that in general the level of technological innovation is low in the studied firms. The managers do not find the technological changes successful in bringing benefit to their firms. Even though correlation analysis indicated a complex association matrix between independent variables, only the firm's capacity of production was associated with technological innovation as a dependent variable. Furthermore, the regression analysis revealed that factors which influence technological innovation are the firm's age, formal research and development, fixed capital, and capacity of production. The results of this study were used to derive practical suggestions for managers and policymakers to increase technological innovation in the studied industry.

• View full text
• Download full text

KEYWORDS

• marketing and innovation,
• technological innovation,
• innovation management,
• entrepreneurial ventures,
• small food industries,
• SMEs

Related

• 
• Add to shortlist
• Link
• Download Citation

• Recommend to:
• A friend

Taylor & Francis Online :: Technological Innovation Drivers in Rural Small Food Industries in Iran - Journal of International Food & Agribusiness Marketing - Volume 25, Issue 1

Getting Real About Virtual Worlds: A Review

Manish Gupta (Department of Management Science and Systems, University at Buffalo, The State University of New York, Buffalo, NY, USA), Sung Jin (Department of Management Science and Systems, University at Buffalo, The State University of New York, Buffalo, NY, USA), G. Lawrence Sanders (Department of Management Science and Systems, University at Buffalo, The State University of New York, Buffalo, NY, USA), Barbara A. Sherman (Buffalo State College, Buffalo, NY, USA) and Anand Simha (Department of Management Science and Systems, University at Buffalo, The State University of New York, Buffalo, NY, USA)

Volume 4, Issue 3. Copyright © 2012. 46 pages.

Abstract

Virtual worlds have emerged as important socio-technical artifacts in contemporary society. They have enabled unique business models in the digital economy. This paper presents a rich account on how virtual worlds have transformed modern society and how they have been presented as having outstanding benefits and promise, with examples of successes and failures. The goal is to synthesize the research and demonstrate an accurate understanding of this novel artifact and its multi-facet consequences. In addition, and more importantly, this review proposes a research agenda for the information systems discipline and assists in identifying critical issues on virtual world technologies and strategic management practices. The objective of this study is to establish a foundation for research on virtual worlds.


IGI Global: Getting Real About Virtual Worlds: A Review (1942-9010)(1942-9029): Manish Gupta, Sung Jin, G. Lawrence Sanders, Barbara A. Sherman, Anand Simha: Journal Articles

European Management Journal

Available online 29 December 2012

In Press, Corrected Proof — Note to users

Shared leadership effectiveness in independent professional teams

• Miriam Muethel^{a, ,} ,
• Martin Hoegl^b

• ^a WHU – Otto Beisheim School of Management, Chair of Organizational Behavior, Burgplatz 2, 56179 Vallendar, Germany
• ^b Ludwig Maximilians University Munich, Institute for Leadership and Organization, Geschwister-Scholl-Platz 1, 80539 München, Germany

• http://dx.doi.org/10.1016/j.emj.2012.11.008, How to Cite or Link Using DOI

• Permissions & Reprints

View full text

Purchase $31.50

---

Summary

Firms make increasingly use of independent professional teams, i.e. teams that are staffed with self-employed experts with high levels of entrepreneurial orientation. As independent professional teams are regularly self-managed, they rely on all team members sharing leadership responsibilities. Existing theory on shared leadership silently assumes that team members always welcome influence by their fellow team members. However, we argue that independent professionals make conscious decisions regarding whether or not to adhere to other team members’ influence attempts. According to social exchange theory, individual behavior is contingent on rewarding actions from others. In this vein, adherence to social influence by other team members has to be seen as rewarding for followership to occur. Applying social exchange theory, we thus point to the importance of taking a leader, a follower and a relationship perspective to understanding shared leadership effectiveness (i.e. actual social influence) in independent professional teams. From a leader-perspective, it is perceived responsibility for team outcomes driving individual influence attempts. From a follower-perspective, on the other hand, it is the appreciation of such attempts leading to their acceptance. Jointly, influence attempts and influence acceptance increase shared leadership effectiveness. Finally, from a relationship-perspective, there are three stages of relationship quality development, i.e. calculus-, knowledge-, and identification-based relationship that contribute to shared leadership effectiveness.

---

Highlights

► Independent professionals are a new form of collaboration in many enterprises. ► Leadership in this field has focused on leader-centered approaches. ► Team-based approaches, such as shared leadership are new in the field. ► Applying social exchange theory, we show how and why independent professionals engage in shared leadership behavior.

Keywords

• Shared leadership;
• Independent professionals;
• Social exchange theory

---

There are no figures or tables for this document.

Corresponding author. Tel.: +49 (0) 261 6509 310; fax: +49 (0) 261 6509 319.

Copyright © 2012 Elsevier Ltd. All rights reserved.

MARTIN HOEGL (MBA, Washington State Univ.; Ph.D., Univ. of Karlsruhe, Germany; Habilitation, Technical University of Berlin, Germany) is Head of the Institute for Leadership and Organization at Ludwig-Maximilians-Univ. Munich. His main research interests include leadership, collaboration and innovation in organizations. Professor Hoegl has published in leading international journals including the Academy of Management Journal, Decision Sciences, Human Resource Management, Journal of Business Ethics, Journal of International Business Studies, Journal of Management, Journal of Management Studies, Research Policy, and others.

MIRIAM MUETHEL (BSc in Information Management, MSc in Business Administration, PhD in Management) holds the Chair of Organizational Behavior. The 2011 Handelsblatt ranking of business professors at universities in German-speaking Europe shows Professor Muethel to be among the 100 top business researchers in the category ‘Current Research Productivity of Young Academics’. Before joining WHU, Dr. Muethel worked for over two years as a business consultant at Volkswagen in the area of international project management.

Note to users: Corrected proofs are Articles in Press that contain the authors' corrections. Final citation details, e.g., volume/issue number, publication year and page numbers, still need to be added and the text might change before final publication.
Although corrected proofs do not have all bibliographic details available yet, they can already be cited using the year of online publication and the DOI , as follows: author(s), article title, journal (year), DOI. Please consult the journal's reference style for the exact appearance of these elements, abbreviation of journal names and use of punctuation.
When the final article is assigned to an issue of the journal, the Article in Press version will be removed and the final version will appear in the associated published issue of the journal. The date the article was first made available online will be carried over.

ScienceDirect.com - European Management Journal - Shared leadership effectiveness in independent professional teams

EconStor: Effective Virtual Teams for New Product Development

http://hdl.handle.net/10419/67597

Title:		Effective Virtual Teams for New Product Development
Authors:		Ale Ebrahim, Nader Ahmed Shamsuddin Abdul Rashid, Salwa Hanim Taha, Zahari
Issue Date:		7-Jun-2012
Citation:		[Journal:] Scientific Research and Essay [ISSN:] 1992-2248 [Publisher:] Academic Journals [Place:] Nairobi [Volume:] 7 [Issue:] 21 [Pages:] 1971-1985 [DOI/URN:] doi:10.5897/SRE10.1005
Abstract:		At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.
Subjects:		Virtual teams collaboration questionnaires cross-functional teams integration performance product development. communication
JEL:		M12 O32 L11 Q31 M54 O1
Persistent Identifier of the first edition:		doi:10.5897/SRE10.1005
Creative Commons License:
Appears in Collections:		Articles / Aufsätze

EconStor: Effective Virtual Teams for New Product Development

Knowledge Management Research & Practice - Abstract of article: An integrative model for knowledge transfer between new product development project teams

Article

Knowledge Management Research & Practice advance online publication 17 December 2012; doi: 10.1057/kmrp.2012.57

An integrative model for knowledge transfer between new product development project teams

Alejandro Germán Frank¹ and José Luis Duarte Ribeiro¹

¹Industrial Engineering Department, Federal University of Rio Grande do Sul, Porto Alegre, Brazil

Correspondence: Alejandro Germán Frank, Industrial Engineering Department, Federal University of Rio Grande do Sul, Av. Osvaldo Aranha, n. 99, 5^o Andar, CEP 90035-190, Porto Alegre, RS, Brazil. Tel: +55 51 3308 3490; Fax: +55 51 3308 4007; E-mail: agerfrank@producao.ufrgs.br

Received 21 March 2012; Revised 31 May 2012; Accepted 18 October 2012
Advance online publication 17 December 2012

Top of page

Abstract

Knowledge transfer (KT) between new product development (NPD) project teams is considered by many authors as a process. A variety of works in literature have proposed models to elucidate such a KT process and its stages. However, the nomenclature used to describe these models and the proposed KT stages present large heterogeneity. Researchers from different fields have studied the KT processes; hence, there have been different interpretations or approaches for the same problem. This study presents a comparison of 14 KT models organized in two main research approaches: the emergent approach (which considers the dynamics and integration of the team) and the engineering approach (which considers the organization and management of knowledge). The comparison is based on content analysis. The main contribution of this paper is the proposition of a new model for KT between NPD project teams, integrating the previous models so as to provide a more complete and consistent KT framework.

Keywords:

knowledge transfer; new product development; project teams; team integration

Knowledge Management Research & Practice - Abstract of article: An integrative model for knowledge transfer between new product development project teams

Industrial product development process inspired by nature.

4308_Paper.pdf (application/pdf Object)

Modelling and simulation of the task scheduling behavior in collaborative product development process - Integrated Computer-Aided Engineering - Volume 20, Number 1 / 2013 - IOS Press

Modelling and simulation of the task scheduling behavior in collaborative product development process Journal Integrated Computer-Aided Engineering Publisher IOS Press ISSN 1069-2509 (Print) 1875-8835 (Online) Subject Engineering and Technology, Computer-Aided Engineering and Information Technology Issue Volume 20, Number 1 / 2013 Pages 31-44 DOI 10.3233/ICA-120417 Subject Group Computer & Communication Sciences Publisher's Copyright Statement

Add to marked items Add to shopping cart Add to saved items Recommend this article

PDF (1.3 MB)HTML Authors Xiaodong Zhang1, Yingzi Li1, Shuo Zhang1, Christopher M. Schlick2 1Dongling School of Economics and Management, University of Science and Technology Beijing, Beijing, China 2Institute of Industrial Engineering and Ergonomics, RWTH Aachen University, Aachen, Germany Abstract Collaborative Product Development (CPD) process is characterized by autonomous task control, dynamic task sequence, and frequent team collaboration, which endow the process with high flexibility and uncertainty. To make the process predictable and improve process efficiency, it is essential to model, simulate, and analyze the process by considering all these characteristics. As most CPD models are developed to simulate task structures and task-flow process, our work focuses on studying the human working behaviors in CPD process by agent-based simulation, which we think is the main source of process uncertainty and flexibility. In this paper, the local task scheduling behavior of designer agents and the resource conflict resolution behavior of the manager agent are studied under the framework of agent-based simulation. In the simulation, the designer agent schedules his local tasks according to his personal priority, and the manager agent resolves resource conflicts according to collective utility function. To make the process more efficient, a collective utility function is developed for the manager agent, in which task priority, spare resource, and waiting time are considered simultaneously. To validate the effectiveness of the collective utility, simulation experiments are designed and carried out among entire-waiting utility, entire-replacement utility, and collective utility strategy. The simulation results indicate that the proposed utility strategy can effectively shorten the project total time and cost of the case. There are two engineering applications of this approach. First, by simulating and evaluating different task scheduling and resource conflict resolution behaviors of the agents, designers and managers can adopt suitable scheduling strategies at the planning stage of the CPD project. Second, in the executing process of the CPD project, the proposed scheduling priority and utility functions can be used in the dynamic scheduling by developing software agents in the CPD management systems.

Modelling and simulation of the task scheduling behavior in collaborative product development process - Integrated Computer-Aided Engineering - Volume 20, Number 1 / 2013 - IOS Press