Management and Engineering Innovation E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 429

Veröffentlichungsjahr: 2013

Beschreibung

This book discusses management and engineering innovation with a particular emphasis on human resource management (HRM) and production engineering.
In an innovation context, the disciplines of management and engineering are linked to promote sustainable development, seeking cultural and geographical diversity in the studies of HRM and engineering, applications that can have a particular impact on organizational communications, change processes and work practices. This connection reflects the diversity of societal and infrastructural conditions.
The authors mainly analyze research on important issues that transcend the boundaries of individual academic subjects and managerial functions. They take into account interdisciplinary scholarship and commentaries that challenge the paradigms and assumptions of individual disciplines or functions, which are based on conceptual and/or empirical literature. The book is designed to increase the knowledge and effectiveness of all those involved in management and engineering innovation whether in the profit or not-for-profit sectors, or in the public or private sectors.

Contents

1. We the Engineers and Them the Managers, Teresa Carla Oliveira and Joao Fontes Da Costa.
2. Strategic Capabilities for Successful Engagement in Proactive CSR in Small and Medium Enterprises: A Resource-Based View Approach, Nuttaneeya (Ann) Torugsa and Wayne O’Donohue.
3. Innovative Management Development in the Automotive Supply Industry – A Preliminary Case Study for the Development of an Innovative Approach to Innovation Management, Frank E.P. Dievernich and Kim Oliver Tokarski.
4. Innovative Product Design and Development through Online Customization, M. Reza Abdi and Vipin Khanna.
5. Struggling for Survival and Success: Can Brazil’s Defense Industry Help Foster Innovation?, Alex Lôbo Carlos and Regina Maria de Oliveira Leite.
6. Knowledge Management Fostering Innovation: Balancing Practices and Enabling Contexts, Maria Joao Santos and Raky Wane.
7. Institutional Logics Promoting and Inhibiting Innovation, Teresa Carla Trigo Oliveira and Stuart Holland.
8. HRM in SMEs in Portugal: An Innovative Proposal of Characterization, Pedro Ribeiro Novo Melo and Carolina Machado.

About the Authors

Carolina Machado has been teaching Human Resource Management since 1989 at the School of Economics and Management, University of Minho, Portugal, becoming Associate Professor in 2004. Her research interests include the fields of Human Resource Management, International Human Resource Management, Training and Development, Management Change and Knowledge Management.
J. Paulo Davim is Aggregate Professor in the Department of Mechanical Engineering at the University of Aveiro, Portugal. He has more than 25 years of teaching and research experience in production and mechanical engineering.

Leseprobe

Table of Contents

Preface

Chapter 1. We the Engineers and Them the Managers

1.1. Introduction

1.2. Identities and values: the self and the other

1.3. Symmetries, asymmetries and career dynamics

1.4. Evolving identities and professional reference groups

1.5. Protean or boundaryless careers

1.6. Dialectics, dilemmas and career choices

1.7. Case study, sample and data analysis

1.8. Results

1.9. Discussion and conclusions

1.10. Strengths and limits

1.11. Implications for future research

1.12. Bibliography

Chapter 2. Strategic Capabilities for Successful Engagement in Proactive CSR in Small and Medium Enterprises: A Resource-Based View Approach

2.1. Introduction – CSR and SMEs

2.2. The resource-based view approach to business strategy

2.3. Proactive CSR in SMEs

2.4. Capabilities for proactive CSR in SMEs

2.5. Conceptual model for successful engagement in proactive CSR in SMEs

2.6. Conclusion

2.7. Bibliography

Chapter 3. Innovative Management Development in the Automotive Supply Industry – A Preliminary Case Study for the Development of an Innovative Approach to Innovation Management

3.1. Introduction

3.2. Innovation

3.3. Case study

3.4. Reflection as a key to innovative management development.

3.5. Further research issues

3.6. Bibliography

Chapter 4. Innovative Product Design and Development through Online Customization

4.1. Introduction

4.2. Mass customization and reconfigurable products for E-PD

4.3. The empirical research design

4.4. Case of Indian office furniture sector

4.5. Data analysis

4.6. Discussions and further analysis using PESTLE

4.7. Conclusions

4.8. Bibliography

4.9. Appendix

Chapter 5. Struggling for Survival and Success: Can Brazil’s Defense Industry Help Foster Innovation?

5.1. Introduction

5.2. Innovation as a driver for success and its common hurdles

5.3. Offset agreements: concepts and applications

5.4. How exactly is Brazil using offsets to overcome the major obstacles to innovation?

5.5. Some methodological considerations and empirical results

5.6. Conclusion

5.7. Bibliography

Chapter 6. Knowledge Management Fostering Innovation: Balancing Practices and Enabling Contexts

6.1. Introduction

6.2. Knowledge management and innovation

6.3. KM practices fostering innovation: what practices?

6.4. Enabling factors/organizational context

6.5. Innovation performance

6.6. Conclusion

6.7. Bibliography

Chapter 7. Institutional Logics Promoting and Inhibiting Innovation

7.1. Introduction

7.2. Innovation from Schumpeter to Nonaka

7.3. Institutional logics

7.4. Socio-cognitive and institutional logics

7.5. Big leap innovation: Fordism

7.6. Small step innovation: post-Fordism

7.7. Social and psychological contracts

7.8. Inertial organizational logic

7.9. Inertial operational logic

7.10. Conflicting operational logics

7.11. Operational logic and learning

7.12. Conclusion

7.13. Future research directions

7.14. Bibliography

7.15. Further recommended reading

Chapter 8. HRM in SMEs in Portugal: An Innovative Proposal of Characterization

8.1. Introduction

8.2. SMEs

8.3. HRM

8.4. HRM in SMEs

8.5. Methodology

8.6. Results

8.7. Characterization proposal of HRM in Portuguese SMEs

8.8. Conclusions

8.9. Bibliography

List of Authors

Index

First published 2013 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc.

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address:

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John Wiley & Sons, Inc.

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© ISTE Ltd 2013

The rights of Carolina Machado and J. Paulo Davim to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.

Library of Congress Control Number: 2013934675

British Library Cataloguing-in-Publication Data

A CIP record for this book is available from the British Library

ISBN: 978-1-84821-554-2

Preface

This book entitled Management and Engineering Innovation puts a special emphasis on human resource management (HRM) and innovation. It provides discussion and an exchange of information on principles, strategies, models, techniques, methodologies and applications of management innovation in the field of industry, commerce and services. It aims to communicate the latest developments and thinking on the subject of management worldwide. This book links management and engineering disciplines, in an innovation context, to promote sustainable development. It seeks cultural and geographic diversity in studies of HRM and engineering and uses those that have a special impact on organizational communications, change processes and work practices, reflecting the diversity of societal and infrastructural conditions.

The book mainly analyzes research on important issues that transcend the boundaries of single academic subjects and managerial functions. It takes into account interdisciplinary scholarship and commentaries that challenge the paradigms and assumptions of individual disciplines or functions, which are based on conceptual and/or empirical literature. This book is designed to increase the knowledge and effectiveness of all those involved in management and engineering innovation whether in the profit or not-forprofit sectors, or the public or private sectors.

It covers management and engineering innovation in 8 chapters. Chapter 1 discusses engineers and managers, and their relationship using some case studies. Chapter 2 covers strategic capabilities for successful engagement in proactive CSR in small and medium enterprises from a resource-based view. Chapter 3 contains information on innovative management development in the automotive supply industry presenting a preliminary case study for the development of an innovative approach to innovation management. Chapter 4 describes innovative product design and development through online customization. Subsequently, Chapter 5 covers struggling for survival and success and whether Brazil’s defense industry can help foster innovation. Chapter 6 contains information on knowledge management practices fostering innovation through an integrated approach. Chapter 7 describes institutional logics promoting and inhibiting innovation. Finally, Chapter 8 presents HRM in SMEs in Portugal by presenting an innovative proposal of characterization.

This book can be used as a textbook for final undergraduate engineering and/or management courses or as a subject on management and engineering innovation at the postgraduate level. It can also serve as a useful reference for academics, researchers, managers, engineers and other professionals in areas related to management and engineering innovation. The importance of this book is evident for many institutes and universities throughout the world.

The editors acknowledge their gratitude to ISTE Ltd. and John Wiley and Sons for providing this opportunity and for their professional support. Finally, they would like to thank all the chapter authors for their interest and availability to work on this project.

Carolina Feliciana MACHADOBraga, PORTUGAL

J. Paulo DAVIMAveiro, PORTUGAL

Chapter 1

We the Engineers and Them the Managers

Chapter written by Teresa Carla TRIGO OLIVEIRA and João FONTES DA COSTA.

1.1. Introduction

People have managed since the beginning of time. When men were hunter gatherers, women managed families. The development of agriculture involved developing new management skills and techniques [MIT 99]. The Mandarins who administered imperial China were professional managers, and had training in mathematics, sciences and engineering [NEE 86]. Engineer-managers were crucial to the success of the Roman Empire, building roads that connected it and aqueducts that enabled urbanization [CHA 08, HOD 01]. In the Middle Ages, masons were both engineers and managers with their own highly effective and multinational professional association [BLO 68], and guilds that insisted on training and professional recognition for membership [DUR 57] were also central to the emergence of civic institutions [BRA 82]. Brunelleschi was an engineer-manager, inventing new engineering techniques and directly supervising the construction of the dome for the Duomo in Florence [COO 90]. Napoleon established the Grandes Écoles for engineer-managers that still flourish in modern France. From the early to mid 19th Century, Isambard Kingdom Brunel, who built the first iron ship, bridges, docks and railways, was a mechanical and civil engineer who directly managed their construction [VAU 91].

With a transition from entrepreneurial to modern capitalism [BER 32, BUR 62], this changed. At a technical level, engineers became increasingly important. Yet when engineering breakthroughs such as in electricity and telephony emerged, and were applied by those such as Edison and Bell, there was a change. With economies of scale such as Ford achieved with serial mass production, and as giant corporations rapidly came to dominate markets, professional management was needed [LAC 87]. When Will Durant took over what remained of the US auto mobile industry in General Motors, banks and shareholders insisted on bringing in Sloan, an accountant rather than an engineer to manage, which developed into 3M (Minnesota, Mining, and Manufacturing Company Limited) multidivisional management structure, which then became paradigmatic for big business [SLO 64, WOM 05, WOM 96].

But in the process a divorce emerged. Veblen [VEB 21] in his The Engineers and the Price System wrote that “businessmen are increasingly out of touch with that manner of thinking and those elements of knowledge that go to make up the logic and the relevant facts of mechanical technology…”. He allowed that industrial experts, engineers, chemists, mineralogists and technicians of all kinds have been drifting into more responsible positions in the industrial system and have been growing up and multiplying within the system, because it will no longer work at all without them [VEB 21, p. 26], but they rarely became professional managers. Veblen also castigated emerging neoclassical theories of the firm for their presumption that managers simply combined capital and labor and that anything else, such as technical progress was simply a residual. In contrast, like Schumpeter [SCH 49], he claimed that it was engineers who created new products, processes and, with them, enabled new markets, while Schumpeter himself contrasted creative innovators from managers, as administrators. Corporate strategy became important [CHA 62], yet led to inflexible mind sets [SEN 90] and then declined in effectiveness [MIN 94] such as that there was nothing to be learned from post-Fordist models of flexible production and “lean” engineering developed in Japan [WOM 05, WOM 96] which is now common in Asia.