Relevant bibliographies by topics / Product leadership

Academic literature on the topic 'Product leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 8 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Contents

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Product leadership.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Product leadership"

1

Light, Janice. "Product Leadership." International Journal of Project Management 19, no. 7 (October 2001): 431–32. http://dx.doi.org/10.1016/s0263-7863(99)00083-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

McLoone, Hugh E. "Leadership in the Product Development Process." Ergonomics in Design: The Quarterly of Human Factors Applications 23, no. 1 (January 2015): 26–30. http://dx.doi.org/10.1177/1064804615571341.

Full text
Abstract:
Creativity can be viewed as a chaotic or unplanned activity. The product design process often may seem like chaos as well, but this is not inevitable. Designers and human factors/ergonomics (HF/E) professionals follow a clear design process with phases, levels, and methods for creation of successful new products. Research methods are offered at the right time during this process to generate new concepts and to evaluate designs. We work together to create innovative, valued, and successful products via a generative, iterative, evaluative process.
APA, Harvard, Vancouver, ISO, and other styles
3

Srinivasan, Raji, Stefan Wuyts, and Girish Mallapragada. "Corporate Board Interlocks and New Product Introductions." Journal of Marketing 82, no. 1 (January 2018): 132–48. http://dx.doi.org/10.1509/jm.16.0120.

Full text
Abstract:
Firms’ boards of directors affect many strategic outcomes. Yet the impact of boards on new products, a key organizational adaptation mechanism, has been overlooked. Addressing this gap, the authors consider the effect of the firm's board interlock centrality, the extent to which board members are connected to boards of other firms, on its new product introductions. They propose that board interlock centrality provides firms access to market intelligence, creating opportunities to introduce incremental new products. Applying the motivation-opportunity-ability theory, the authors propose that two aspects of board leadership moderate this relationship: internal (vs. external) leadership and marketing leadership. They test the hypotheses using a panel of publicly listed U.S. consumer packaged goods firms, in which most new products are incremental innovations. As hypothesized, board interlock centrality increases new product introductions. This effect is stronger when firms have high internal leadership, internal marketing leadership, and a marketing CEO; it is weaker with high intra-industry external leadership. The findings highlight the unexpected role of board interlocks on innovation outcomes and advance the literature on marketing leadership, board interlocks, and social networks.
APA, Harvard, Vancouver, ISO, and other styles
4

Halvorson, Cynthia K., and Libby F. Chinnes. "Collaborative Leadership in Product Evaluation." AORN Journal 85, no. 2 (February 2007): 334–52. http://dx.doi.org/10.1016/s0001-2092(07)60043-x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Henry, M., and S. Greenhalgh. "Customer experience and product leadership." Engineering Management 15, no. 6 (December 1, 2005): 44–47. http://dx.doi.org/10.1049/em:20050610.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

McLoone, Hugh E. "Ergonomics: Leadership during the Product Design Process." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 6 (September 2005): 737–41. http://dx.doi.org/10.1177/154193120504900604.

Full text
Abstract:
On a relatively short 2-hour flight to attend focus groups for a new project, my thoughts and feelings flowed out of my mind through my fingertips into these series of chapters. I was traveling with colleagues — some new to the product design process — and the same issues between designers,1 ergonomists,2 and product planners3 and their integrated product design process appeared again, as they had in past projects. Based on experience of shipping many, many products, I had assembled these rules of thumb about cocreation between ergonomists, designers and project team during product design process. The continuous need to transfer knowledge is essential to timely success of a distinct, valuable, useful, desirable, and usable product. Likewise, sharing these ideas on design process would also create opportunity to prompt discussion among teams composed of ergonomists and designers about the design process, leadership, and vision. I trust the ideas presented forthcoming will spark some thinking on the readers' end as well.
APA, Harvard, Vancouver, ISO, and other styles
7

Gruber, Harald. "Persistence of Leadership in Product Innovation." Journal of Industrial Economics 40, no. 4 (December 1992): 359. http://dx.doi.org/10.2307/2950529.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Feldman, Laurence P. "Product Leadership: Pathways to Profitable Innovation." Journal of Product Innovation Management 23, no. 1 (January 2006): 99–100. http://dx.doi.org/10.1111/j.1540-5885.2005.00184_2.x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Hassan, Masoodul, Asia Abbas, Faryal Batool, and Khalil Ahmad. "Role of Human Resource Practices and Corporate Entrepreneurship: Mediation of Transformational Leadership and Product Innovation Performance." Journal of Law & Social Studies 2, no. 1 (June 30, 2020): 01–09. http://dx.doi.org/10.52279/jlss.02.01.0109.

Full text
Abstract:
Leadership is considered as an important factor that influences product innovation performance.Contemporary global economies continuously strive to foster innovation and improvisation in their production is the demand of today’s global economy that organizations continuously bring innovation and improve their products. The purpose of present research is to find out that how how transformational leadership linked to product innovation. Moreover, the study hypothesized that corporate entrepreneurship and human resource practices mediate the relationship of transformational leadership and product innovation performance. Present research is based on quantitative research design and 150 survey questionnaires were employed to collect data from Textile sector of Pakistan. To analyze data,WarPLSwas used. The findings confirmed the hypotheses that the study contributes toward the theory of leadership by uncovering the impact of human resource practices in innovation. Moreover, the findings of our study show that transformational leadership positively influence product innovation performance. It implies that managers should improve their leadership style in order to encourage employees to take part in innovative activities. Other variables such as learning orientation and supervisory commitment can be investigated in future studies .
APA, Harvard, Vancouver, ISO, and other styles
10

Ota, Rui, and Hiroshi Fujiu. "Price Competition and Setup Cost." Mathematics 9, no. 3 (February 1, 2021): 289. http://dx.doi.org/10.3390/math9030289.

Full text
Abstract:
Few studies analyze the endogenous emergence of price competition in a new product market. This paper analyzes two differentiated products, an existing product and a newly introduced substitutable product, and investigates conditions under which a price competition endogenously emerges in a new product market in the context of a choice between engaging in price competition and holding price leadership. We demonstrate that Bertrand price competition emerges when the setup cost for the new product is high enough. This result implies that government policies reducing setup costs such as subsidies could change the type of competition to price leadership in a new product market.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Product leadership"

1

Qureshi, Attia. "Kalani : product development and leadership in a new venture." Thesis, Massachusetts Institute of Technology, 2018. http://hdl.handle.net/1721.1/118527.

Full text
Abstract:
Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, 2018.
Cataloged from PDF version of thesis.
Includes bibliographical references (page 76).
The development of a start-up creating physical products follows a different path than those working in the digital space. The process of creation requires multiple steps, with many disparate people involved in those steps. Kalani was created to work with artisans to promote their disappearing crafts, thus supporting their economies and providing an opportunity for the continuation of the craft. The first product was to create blankets in Portugal, with artisans in a village in Serra de Estrela. The blankets are ultrafine merino wool, with fabric manipulation done by hand that are techniques unique to the artisans. The thesis aims to provide an overview of the process for physical product development, and the way in which leadership as the CEO of an international startup functions. Creating a physical product requires many iterations in concept development before actual product development is launched. Managing both product development and working with artisans in a different country and culture provided many challenges and rewards. The thesis aims to prove that products can be made that meet the demands of the luxury market, while maintaining high social and ethical standards.
by Attia Qureshi.
S.M. in Engineering and Management
APA, Harvard, Vancouver, ISO, and other styles
2

Chortatsiani, Evangelia. "The influence of leadership style on product development success." Thesis, Imperial College London, 2001. http://hdl.handle.net/10044/1/7762.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Meister, David P. L. "Integrated product team implementation and leadership at the program level." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1996. http://handle.dtic.mil/100.2/ADA325702.

Full text
Abstract:
Thesis (M.S. in Systems Acquisition Management) Naval Postgraduate School, December 1996.
Thesis advisor(s): Susan Hocevar, Keith F. Snider. "December 1996." Includes bibliographical references (p. 105-106). Also available online.
APA, Harvard, Vancouver, ISO, and other styles
4

LaCugna, Joseph. "Using knowledge networks to establish scientific and technical leadership in emerging product-markets /." Digital version accessible at:, 1998. http://wwwlib.umi.com/cr/utexas/main.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Park, Se-Eun. "The relationship between fashion leadership and co-design options in apparel mass customization /." free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p1422948.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Barlas, Sofia, and Sofie Johansson. "Management and leadership within the FFE : Management-and leadership effects on time efficacy within the Fuzzy Front End of the New Product Development process." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-39805.

Full text
Abstract:
Today's fast-paced and increasingly competitive market has added pressure on companies and NPD-teams to improve both the quality of the products they provide, as well as the speed in which the products are introduced to the market. The main purpose within this study was to investigate two research questions; (a) How can various management- and leadership styles improve time efficacy without impairing the successes of the FFE of the NPD process; and (b) How can/does the uncertainty within the FFE affect project managers within the NPD process?Qualitative methods have been used within this study to gain a greater understating of the tasks and activities management have applied within the FFE to reduce and save time. A multiple case study, in the form of interviews, was performed in order to obtain raw empirical data. Eight interviews were conducted with individuals whom possessed managerial roles such as project managers, within the NPD process. The information was later analyzed and evaluated with the help of a thematic analysis.The main findings within this thesis contradict previous studies and literature which state the need for “more time” within the FFE of the NPD process. The result within this study suggest that project managers do not seek to extend the time provided within the FFE, rather identify task and methods which can enable them to use the time afforded wisely and efficiently. The managers do not seek to eliminate any tasks or activities; however, they do wish to identify less relevant activities in order to spend more time on valuable and beneficial tasks which increase the likely-hood of developing high quality products.
APA, Harvard, Vancouver, ISO, and other styles
7

Grandner, Thomas. "Is wage-leadership an instrument to coordinate unions' wage-policy? The case of imperfect product markets." Inst. für Volkswirtschaftstheorie und -politik, WU Vienna University of Economics and Business, 1996. http://epub.wu.ac.at/58/1/document.pdf.

Full text
Abstract:
Given an oligopolistic product market, trade unions organized at firm level want to coordinate their wage bargaining activities, even if they are self interested. In this paper a situation is analysed, where for some exogenous reasons a complete centralization is not possible. Unions could try to coordinate wage-setting by "wage leadership". The outcome of such "wage leadership" is compared with the outcome of an uncoordinated bargaining and results in higher utilities for all unions. But the resulting wages and employment levels are not symmetrically neither for the unions nor for firms. Employment levels will change in different directions. In the "wage leader" firm employment falls and in the "follower" firm employment rises compared to an uncoordinated wage bargaining. This may cause problems with the implementation of "wage leadership". (author's abstract)
Series: Department of Economics Working Paper Series
APA, Harvard, Vancouver, ISO, and other styles
8

Kosaroglu, Mustafa. "New product development projects and project manager skill sets in the telecommunications industry." Doctoral thesis, Australia : Macquarie University, 2008. http://hdl.handle.net/1959.14/15994.

Full text
Abstract:
Thesis (DBA)--Macquarie University, Graduate School of Management, 2008.
Bibliography: p. 267-292.
The telecommunications industry ('Telco'), a service provider business, is undergoing significant changes such as deregulations, technology changes and increasing competition. Managers face increased pressure to bring new products with the latest technology into the market faster. Few previous studies have analysed New Product Development (NPD) projects in this hypercompetitive industry. This research addresses this gap by investigating Telco NPD projects and the associated skill sets needed by successful project managers.--The study evaluated how project managers' various skills contribute to project management success. Incorporating clear definitions grounded in the recent literature on NPD, management and leadership, the research proposed a new organising framework of four groups of skill sets: technical, leadership, managerial and administrative. Technical skills are the knowledge of technologies on which the project work is based. Leadership skills involve influencing project stakeholders to deliver a quality product within time and budget. Managerial skills are needed to develop and execute project plans and to get project work done. Administrative skills include understanding an organisation's structure, culture, policies, processes, methods and tools.--Previous classifications for Telco NPD projects have over-emphasised product innovation and undervalued the process aspects. While small projects provide fewer management challenges, this study found that project managers of large and complex projects require all four skill sets. Managerial skills are mandatory. Technical and administrative skills enhance understanding of the technology and business processes. Leadership skills are limited at an operational level. Managerial and administrative skills are essential for developing and implementing project plans; technical skills are important in the initial project stages; leadership skills are needed from the beginning until delivering a new product.--The research outcomes can be used when hiring and developing NPD project manager professionals in the Telco industry to complement current project manager competency standards, which do not cover all the skill sets. Findings may be applicable to Telco companies in other countries new to such market conditions. Furthermore, other industries may adapt the skill set framework to suit their own particular requirements.
Mode of access: World Wide Web.
xvi, 336 p. ill
APA, Harvard, Vancouver, ISO, and other styles
9

Chung, Ka Wai. "Leadership, innovation capability, and SME's product innovation performance :the moderating roles of reward philosophy and entrepreneurial culture." HKBU Institutional Repository, 2019. https://repository.hkbu.edu.hk/etd_oa/727.

Full text
Abstract:
Innovation is vital to the survival and prosperity of small and medium-sized enterprises (SMEs). Such firms have the inherent liability of limited resources, which creates a barrier to their pursuit of innovative activities. To compete with larger incumbents and sustain competitive advantages, leaders, the principal decision-makers, play a key role in devising innovation strategies and have overall responsibility for firms' ultimate performance. This study draws on the resource-based view (RBV) and dynamic capabilities perspective (DC) to develop a model linking leadership (resource) to innovation (dynamic capability) and product innovation performance (sustainable competitive advantage). In addition, it suggests that reward philosophy and entrepreneurial culture can enhance or hinder the effect of transformational and transactional leadership on exploratory and exploitative innovation in the context of SMEs. Using a quantitative research method, 151 valid pairs of questionnaires (i.e. 302 respondents) were collected from the top management of small and medium-sized manufacturing firms in China. The empirical findings showed that transformational leadership behaviors could foster both exploratory and exploitative innovations. Transactional leaders, consistent with the literature, could facilitate exploitative activities, but not exploratory innovation. The data analysis also indicated that different types of innovation delivered different benefits to firms. In addition, reward philosophy and entrepreneurial culture had divergent moderating effects on the relationship between leadership style and innovative outcome.
APA, Harvard, Vancouver, ISO, and other styles
10

Westerlind, Anna. "To be or not to be a software product manager? : What is the product manager's responsibility and accountability in software companies?" Thesis, Karlstads universitet, Handelshögskolan, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-43775.

Full text
Abstract:
Business success in software industry is about deploying a product to the right market, with the right features, in the right time with a good quality. Many development projects exceed the budget, is not completed within schedule or do not reach business objectives. One key role managing the business of the product is the software product manager. The software product manager role is though seldom clearly described, competence needed is not always clear and education to become a product manager is today only offered by separate courses provided by some few private initiatives. This thesis uses a qualitative descriptive approach, the purpose with this thesis is to produce further knowledge around the software product manager role. The clarification and structure of the software product manager role is limited in academia; therefore, this research will be combined with an exploratory approach to be able to verify the empirical findings. The thesis also includes observations and data collection from actual job applications to further define the requested competences of a software product manager. This thesis has found that domain competence is the top most important competence for a software product manager. To be able to make success in the role communication skills and analytic skills are most important. The right soft skills are as important as the educated competences. The thesis conclude that the product manager role is wide and it is important to be surrounded with colleagues that support the role were there are lacking of competence in technology, business or market expertise. A successful product manager build network among people, cross-functional teams, around the product and establish an effective way to communicate with those groups. Findings suggest that software companies define the responsibilities and expectations of the product manager role. As important is to support the product manager with the input data needed to be able to perform the product manager activities. By defining the responsibilities and securing the input data needed, the product manager will have a higher probability to produce a result with an impact.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Product leadership"

1

Cooper, Robert G. Product leadership: Creating and launching superior new products. Reading, Mass: Perseus Books, 1998.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Meyer, Marc H. The power of product platforms: Building value and cost leadership. New York: Free Press, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Innovation, product development and commercialization: Case studies and key practices for market leadership. Ft. Lauderdale, FL: J. Ross Pub., 2007.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

1956-, Joachimsthaler Erich, ed. Brand leadership. New York: Free Press, 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Furth, Dave. Price leadership in a duopoly with capacity constraints and product differentiation. West Lafayette, Ind: Institute for Research in the Behavioral, Economic, and Management Sciences, Krannert Graduate School of Management, Purdue University, 1990.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Gilmore, Fiona. Warriors on the high wire: The balancing act of brand leadership in the 21st century. Pymble, NSW: PerfectBound, 2001.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Stephen, Fenichell, ed. A new brand world: 8 principles for achieving brand leadership in the 21st century. New York: Viking, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

McClelland, W. Craig. Union Camp Corporation: A legacy of leadership. New York: Newcomen Society of the United States, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Tallqvist, Torkel. Leadership in repetitively innovative mature companies. Åbo: Åbo Akademi University Press, 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Jenny, Lam, and Berkun Scott, eds. Making things special: Tech design leadership from the trenches. Seattle, WA: Jackson Fish Market Pub., 2014.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Product leadership"

1

Jantzer, Michael, Godehard Nentwig, Christine Deininger, and Thomas Michl. "Keeping the Product Promise." In The Art of Engineering Leadership, 67–74. Berlin, Heidelberg: Springer Berlin Heidelberg, 2020. http://dx.doi.org/10.1007/978-3-662-60384-0_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Jantzer, Michael, Godehard Nentwig, Christine Deininger, and Thomas Michl. "Design the Product Architecture." In The Art of Engineering Leadership, 51–59. Berlin, Heidelberg: Springer Berlin Heidelberg, 2020. http://dx.doi.org/10.1007/978-3-662-60384-0_9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Ikonne, Ebenezer C. "Adaptive Leadership in Practice." In Becoming a Leader in Product Development, 165–84. Berkeley, CA: Apress, 2021. http://dx.doi.org/10.1007/978-1-4842-7298-5_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Hamdan, Khaled, Boumediene Belkhouche, and Peter Smith. "The Influence of Culture and Leadership on Cost Estimation." In Software Process and Product Measurement, 223–32. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-89403-2_19.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Theobald, Sven, Nils Prenner, Alexander Krieg, and Kurt Schneider. "Agile Leadership and Agile Management on Organizational Level - A Systematic Literature Review." In Product-Focused Software Process Improvement, 20–36. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-64148-1_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Chen, Yuqi, and Linong Dai. "User Survey Based on Household Product Consumption Experience." In Advances in Human Factors, Business Management and Leadership, 167–73. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-80876-1_22.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Kaya, Emir. "Injustice as a Judicial Product: A Problematic Tendency in Legal Thinking and Practice." In Chaos, Complexity and Leadership 2013, 255–59. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-09710-7_22.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Gilb, Tom. "Competitive Product Engineering: 10 Powerful Principles for Winning Product Leadership, Through Advanced Systems Engineering, Compared to10 Failure Paths Still Popular in Current Culture." In Product Focused Software Process Improvement, 1. Berlin, Heidelberg: Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/11497455_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Rice, Gareth, James Taplin, Saul Jamieson, Ilka Weiβbrod, Helen McKerrow, and Thalia Vounaki. "Eco-Rating; Communicating Sustainability to ICT Consumers, and Rewarding Supplier Product-Design Leadership." In Design for Innovative Value Towards a Sustainable Society, 483–88. Dordrecht: Springer Netherlands, 2012. http://dx.doi.org/10.1007/978-94-007-3010-6_92.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Abdullah, Nor Hazana, Nor Aziati Hamid, Alina Shamsuddin, and Eta Wahab. "Exploring the Relationships Among Transformational Leadership, Organizational Culture, and Product Innovation Using PLS-SEM." In Proceedings of the 1st AAGBS International Conference on Business Management 2014 (AiCoBM 2014), 151–60. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-287-426-9_13.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Product leadership"

1

Meşepınar, Ecem. "Management Of Idea-To-Product Process For Successful New Product Development In Pharmaceutical Industry." In 9th International Conference on Leadership, Technology, Innovation and Business Management: Leadership, Innovation, Media and Communication. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.02.1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Osterlund, J. "Assuring core quality in product development by conceptual design of product and process." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653470.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

"The Impact of Relationships on Companies’ Product Innovations." In 15th European Conference on Management, Leadership and Governance. ACPI, 2019. http://dx.doi.org/10.34190/mlg.19.083.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Medenica Mitrović, Dijana, and Milica Raičević. "PRODUCT VS BRAND." In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.460.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Mihora, B., E. Nowka, J. Rupp, N. Seros, and C. Trost. "Managing tradeoff in product design decisions." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653478.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Collopy, Paul D. "A System for Values, Communication, and Leadership in Product Design." In SAE International Powered Lift Conference and Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1996. http://dx.doi.org/10.4271/962287.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Petrick, I. J., and G. Susman. "Decision-making strategies in product development teams." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653475.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Munro, H. "Reducing product development cycle time by increasing information velocity." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653473.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

McDonald, A., H. Younis, and F. E. Plonka. "Simulation modeling to improve throughput of product design activities." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653477.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Palaniswamy, S., and N. Singh. "Simulation based approach to modeling product and process interactions." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653736.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Product leadership"

1

Horvath, Joseph A., Jennifer Hedlund, Scott Snook, George B. Forsythe, and Robert J. Sternberg. Tacit Knowledge in Military Leadership: Some Research Products and Their Applications to Leadership Development. Fort Belvoir, VA: Defense Technical Information Center, May 1998. http://dx.doi.org/10.21236/ada344857.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Westwick, Peter. Lessons from Stealth for Emerging Technologies. Center for Security and Emerging Technology, March 2021. http://dx.doi.org/10.51593/20200071.

Full text
Abstract:
Stealth technology was one of the most decisive developments in military aviation in the last 50 years. With U.S. technological leadership now under challenge, especially from China, this issue brief derives several lessons from the history of Stealth to guide current policymakers. The example of Stealth shows how the United States produced one critical technology in the past and how it might produce others today.
APA, Harvard, Vancouver, ISO, and other styles
3

Yimam, Muhsin, Tadesse Teshome, Alemayehu Assefa, Demeke Samaro, Minilek Kefale, Solomon Petros, Jo Weeks, Amsalu Ayana, and Herman Snel. Training manual on Seed Producer Cooperatives (SPCs) module: governance and leadership of SPCs. Wageningen: Wageningen Centre for Development Innovation, 2020. http://dx.doi.org/10.18174/536871.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Gender mainstreaming in local potato seed system in Georgia. International Potato Center, 2020. http://dx.doi.org/10.4160/9789290605645.

Full text
Abstract:
This report presents the study findings associated with the project “Enhancing Rural Livelihoods in Georgia: Introducing Integrated Seed Health Approaches to Local Potato Seed Systems” in Georgia. It also incorporates information from the results of gender training conducted within the framework of the USAID Potato Program in Georgia. The study had three major aims: 1) to understand the gender-related opportunities and constraints impacting the participation of men and women in potato seed systems in Georgia; 2) to test the multistakeholder framework for intervening in root, tuber, and banana (RTB) seed systems as a means to understand the systems themselves and the possibilities of improving gender-related interventions in the potato seed system; and 3) to develop farmers’ leadership skills to facilitate women’s active involvement in project activities. Results of the project assessment identified certain constraints on gender mainstreaming in the potato seed system: a low level of female participation in decision-making processes, women’s limited access to finances that would enable their greater involvement in larger scale potato farming, and a low awareness of potato seed systems and of possible female involvement in associated activities. Significantly, the perception of gender roles and stereotypes differs from region to region in Georgia; this difference is quite pronounced in the target municipalities of Kazbegi, Marneuli, and Akhalkalaki, with the last two having populations of ethnic minorities (Azeri and Armenian, respectively). For example, in Marneuli, although women are actively involved in potato production, they are not considered farmers but mainly as assistants to farmers, who are men. This type of diversity (or lack thereof) results in a different understanding of gender mainstreaming in the potato seed system as well. Based on the training results obtained in three target regions—Akhalkalaki, Akhaltsikhe, and Marneuli—it is evident that women are keen on learning new technologies and on acquiring updated agricultural information, including on potato production. It is also clear that women spend as much time as men do on farming activities such as potato production, particularly in weeding and harvesting. However, women are heavily burdened with domestic work, and they are not major decision-makers with regard to potato variety selection, agricultural investments, and product sales, nor with the inclusion of participants in any training provided. Involving women in project activities will lead to greater efficiency in the potato production environment, as women’s increased knowledge will certainly contribute to an improved production process, and their new ideas will help to improve existing production systems, through which women could also gain confidence and power. As a general recommendation, it is extremely important to develop equitable seed systems that take into consideration, among other factors, social context and the cultural aspects of local communities. Thus, understanding male and female farmers’ knowledge may promote the development of seed systems that are sustainable and responsive to farmers’ needs and capacities.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Product leadership' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography