Gotowe bibliografie tematyczne / Capability building

Gotowa bibliografia na temat „Capability building”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 18 lutego 2022

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Artykuły w czasopismach na temat "Capability building"

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Draulans, Johan, Ard-Pieter deMan i Henk W. Volberda. "Building Alliance Capability:". Long Range Planning 36, nr 2 (kwiecień 2003): 151–66. http://dx.doi.org/10.1016/s0024-6301(02)00173-5.

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Miller, David. "Building sustainable change capability". Industrial and Commercial Training 36, nr 1 (styczeń 2004): 9–12. http://dx.doi.org/10.1108/00197850410516058.

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Babich, Lauren P., Martin P. Charns, Nathalie McIntosh, Barbara Lerner, James F. Burgess, Kelly L. Stolzmann i Carol VanDeusen Lukas. "Building Systemwide Improvement Capability". Quality Management in Health Care 25, nr 2 (2016): 92–101. http://dx.doi.org/10.1097/qmh.0000000000000089.

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Keller, Deborah A., i John F. Campbell. "Building human resource capability". Human Resource Management 31, nr 1-2 (1992): 109–26. http://dx.doi.org/10.1002/hrm.3930310109.

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Swink, Morgan. "Building Collaborative Innovation Capability". Research-Technology Management 49, nr 2 (marzec 2006): 37–47. http://dx.doi.org/10.1080/08956308.2006.11657367.

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Buxton, Jayne, i Mike Davidson. "Building a sustainable growth capability". Strategy & Leadership 24, nr 6 (marzec 1996): 33–38. http://dx.doi.org/10.1108/eb054573.

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Shake, K., A. Bloch Lainé i C. Grant. "Building a European defence capability". Survival 41, nr 1 (styczeń 1999): 20–40. http://dx.doi.org/10.1080/713660050.

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Robinson, William H. "Building a Parliamentary Research Capability". IFLA Journal 17, nr 4 (grudzień 1991): 379–88. http://dx.doi.org/10.1177/034003529101700410.

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Radziwill, Nicole. "Management Matters: Building Enterprise Capability". Quality Management Journal 20, nr 3 (styczeń 2013): 71–72. http://dx.doi.org/10.1080/10686967.2013.11918358.

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Clegg, Helen. "Building an outsourced research capability". Business Information Review 30, nr 2 (czerwiec 2013): 71–77. http://dx.doi.org/10.1177/0266382113489866.

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Rozprawy doktorskie na temat "Capability building"

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Gill, Leanne Margaret. "Building organisational capability". Queensland University of Technology, 2006. http://eprints.qut.edu.au/16234/.

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Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC). This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability. Three research questions emerge from the literature and the Model: *How do organisations define their Strategic Intent Domain? *How can organisations define their Core OCs? *How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers? These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.
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Wu, Lucia T. (Lucia Teresa) 1977. "Building customization capability". Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/34743.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; and, (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Manufacturing Program at MIT, 2004.
Includes bibliographical references (p. 77).
Submitted to the Department of Civil and Environmental Engineering and the Sloan School of Management on May 7, 2004 in partial fulfillment of the Requirements for the Degrees of Master of Science in Civil and Environmental Engineering and Master of Business Administration ABSTRACT Many computer companies are seeking to grow their customization capability. As the market becomes increasingly commoditized, computer companies view customization as a way to differentiate their products and offer customer value. However, the implementation of customization programs has been difficult for many organizations. Sun Microsystems launched a customization program called Customer Ready Systems (CRS) through a grass-roots effort in manufacturing. CRS offered assemble-to-order, factory-integrated systems. Although CRS revenues had been growing, scalability was difficult and costs were increasing. CRS needed to evaluate its process and supply-chain from a strategic perspective to ensure alignment with the rest of the organization. To grow profitably, it also needed to reduce costs and increase scalability. This thesis focuses first on the question of whether or not Sun should reconfigure its supply chain to perform more, if not all, of its customization work at external manufacturers. It then turns to the question of whether or not the current internal customization process can be improved, and identifies two opportunities: pricing and process improvement in component removal for reconfiguration, and lead-time variability reduction.
(cont.) This thesis recommends organizational and tactical policies to improve the customization based on these analyses and implementation efforts. The research for this thesis was conducted during a seven month internship with Sun Microsystems' Worldwide Operations group and was affiliated with the Massachusetts Institute of Technology's Leaders for Manufacturing program.
by Lucia T. Wu.
M.B.A.
S.M.
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Smoyer, Catherine Byrnes. "Building Workforce Capability in Nonprofit Organizations". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6677.

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Leaders of nonprofit organizations in the United States must build workforce capabilities to meet increasing demands for services. This single-case study explored strategies nonprofit leaders used to build workforce capability to address increasing service demands. The conceptual lens for this study was the full-range leadership theory. Data were collected through semistructured interviews from a purposeful sample of 3 senior executives of a single nonprofit organization located in the midwestern region of the United States. Information from internal and external documents and publicly available documents also provided data. Information and data sources included internal organizational and workforce performance data, strategy plans and analysis, internal and external financial documents, organizational website, and nonprofit data and information websites. Data and information from internal and external documents, interviews, and publicly available information were manually coded. Findings were validated through data triangulation and member checking. Using thematic analysis, 4 themes emerged related to building workforce capability: an emphasis on employee development, the expansion of technology systems, a concentration on developing a culture of autonomy and trust, and the introduction of processes and measurements. The findings from this study might contribute to positive social change by providing nonprofit leaders with strategies and data to support a deeper understanding of how to effectively build workforce capability to address increasing service demands.
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Tsekouras, George. "Integration, organisation and management : investigating capability building". Thesis, University of Sussex, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.263212.

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Lebow, Ellen. "Justice and Obligation: Building on the Capability Approach". Scholarship @ Claremont, 2012. http://scholarship.claremont.edu/cmc_theses/368.

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Sen and Nussbaum generate very different degrees of obligation for the affluent under their theories of justice, despite each of them deriving their theory of justice from capability as a metric for quality of life. On one hand, Sen’s account of obligation seems very weak, while Nussbaum’s seems overwhelmingly robust. I argue that the sufficient/decisivereasons framework as put forth by philosopher Derek Parfit captures the nuances of their extremely different accounts of obligation. Further, I argue that this framework convincingly demonstrates that the accounts of obligation that Sen and Nussbaum offer in each of their versions of the capability approach are unsatisfying, as each approach occupies such extremes that they are unreasonable. In spite of this, supplementing the capability approach with a different and perhaps more centrist account of obligation can make the capability approach a more consistent and appealing theory of justice. To this end, I appropriate Thomas Pogge’s account of obligation.
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Rosensweig, Ryan R. "Elevating Design: Building Design as a Dynamic Capability". University of Cincinnati / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1306498990.

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Svahn, Fredrik. "Digital Product Innovation : Building Generative Capability through Architectural Frames". Doctoral thesis, Umeå universitet, Institutionen för informatik, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-58009.

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Over the last decades we have witnessed a profound digitalization of tangible products. While this shift offers great opportunities, it also exposes product developing industries to significant challenges. In these industries organizations, markets, and technologies are tuned for mass production, providing competitive advantage through scale economics. Typically, firms exercise modular strategies to deliver such scale benefits. Rooted in Herbert Simon’s notion of near decomposability, modular product architectures allow for production assets, such as tools, processes, and plants, to be effectively reused across product variants and over generations of designs. However, they come at a price; modularity requires overall design specifications to be frozen well before production. In practice, this tends to inscribe functional purpose in the structures of the system, effectively preventing firms from taking advantage of the speed by which digitized products can be developed and modified. The main objective of this thesis is to investigate and explain how product developing organizations adapt architectural thinking to balance the proven benefits of modularity and the emerging opportunities provided by digital technology. In doing so, it introduces a complementary architectural frame, grounded in Christopher Alexander’s seminal work on patterns. This frame associates the concept of architecture with generativity and reuse of ideas, rather than scale economics and reuse of physical assets. Sensitizing the theoretical framework through a longitudinal case study of digital product innovation this thesis derives several implications for theory and practice. Across four embedded cases in the automotive industry it demonstrates that generative capability follows from a shared organizational view on products as enablers and catalyzers of new, yet unknown functionality. Such an emergence-centric view requires product developing firms to rethink existing governance models. Rather than exercising control through specific functionality, inscribed in modular product structures, it offers the benefit of influencing innovation through general functional patterns, serving as raw material in distributed and largely uncoordinated innovation processes. This shift in focus, from specific functionality to general functional patterns, enables a new strategic asset for product developing firms. It opens up for proactive rather than reactive strategies, where the architecture makes an instrument to cultivate new ideas and business opportunities, rather than a tool for cost savings.
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Johnson, Alastair Scott. "Building performance measurement systems to improve co-development capability". Thesis, Cranfield University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.341035.

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Wood, Danielle Renee. "Building technological capability within satellite programs in developing countries". Thesis, Massachusetts Institute of Technology, 2012. http://hdl.handle.net/1721.1/79502.

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Thesis (Ph. D.)--Massachusetts Institute of Technology, Engineering Systems Division, 2012.
Vita. Cataloged from PDF version of thesis.
Includes bibliographical references.
Global participation in space activity is growing as satellite technology matures and spreads. Countries in Africa, Asia and Latin America are creating or reinvigorating national satellite programs. These countries are building local capability in space through technological learning. They sometimes pursue this via collaborative satellite development projects with foreign firms that provide training. This phenomenon of collaborative satellite development projects is poorly understood by researchers of technological learning and technology transfer. The approach has potential to facilitate learning, but there are also challenges due to misaligned incentives and the tacit nature of the technology. Perspectives from literature on Technological Learning, Technology Transfer, Complex Product Systems and Product Delivery provide useful but incomplete insight for decision makers in such projects. This work seeks a deeper understanding of capability building through collaborative technology projects by conceiving of the projects as complex, socio-technical systems with architectures. The architecture of a system is the assignment of form to execute a function along a series of dimensions. The research questions explore the architecture of collaborative satellite projects, the nature of capability building during such projects, and the relationship between architecture and capability building. The research design uses inductive, exploratory case studies to investigate six collaborative satellite development projects. Data collection harnesses international field work driven by interviews, observation, and documents. The data analysis develops structured narratives, architectural comparison and capability building assessment. The architectural comparison reveals substantial variation in project implementation, especially in the areas of project initiation, technical specifications of the satellite, training approaches and the supplier selection process. The individual capability building assessment shows that most trainee engineers gradually progressed from no experience with satellites through theoretical training to supervised experience; a minority achieved independent experience. At the organizational level, the emerging space organizations achieved high levels of autonomy in project definition and satellite operation, but they were dependent on foreign firms for satellite design, manufacture, test and launch. The case studies can be summarized by three archetypal projects defined as "Politically Pushed," "Structured," and "Risk Taking." Countries in the case studies tended to start in a Politically Pushed mode, and then moved into either Structured or Risk Taking mode. Decision makers in emerging satellite programs can use the results of this dissertation to consider the broad set of architectural options for capability building. Future work will continue to probe how specific architectural decisions impact capability building outcomes in satellite projects and other technologies.
by Danielle Renee Wood.
Ph.D.
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Egger, Philipp G. "Building technical process innovation capability : an intra-organisational perspective". Thesis, University of Cambridge, 2016. https://www.repository.cam.ac.uk/handle/1810/263029.

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This dissertation is concerned with the strategic management of process innovations. It explores and describes in what way the technical process innovation capability is built and maintained by R&D and production departments at a world leading motor vehicle manufacturer. It is widely accepted that new or significantly improved production methods are a main driver of competitive advantage for innovative manufacturers and enable both effectiveness and efficiency gains. However, the strategic management of process innovations has been subjected to little research and remains not well understood. This research set out to develop a descriptive model—outlining the used activities, mechanisms and controls to undertake technical process innovation projects as well as the applied strategies, practices or tactics to institutionalise the knowledge and skills—which illustrates the strategic management of process innovations. An IDEF0 (Integration DEFinition language 0) function model was ’constructed’ from 15 examples of current or recent technical process innovations within the Bayerische Motoren Werke Aktiengesellschaft (BMW AG). This single-company multiple-case design utilised data sources such as semi-structured interviews, written documents and direct observations and made use of an inductive thematic (coding) analysis. Emerging from the evidence, this research reveals that cumulative learning through a closed-loop control and an appropriate interplay of co-ordination and learning mechanisms is essential for building and maintaining a technical process innovation capability. Furthermore, there is evidence to indicate that a formal system of reflection and contextspecific co-ordination mechanisms facilitate the incorporation of lessons learned and project related experiences into organisational process assets. The main outcome of this research has been the synthesis of elements contributing to the formation of a firm’s technical process innovation capability by means of a graphical concept map. However, due to the breadth of the investigated innovation stage-gate model which starts with a stimulus for innovation and proceeds through various stages of design and industrialisation to an innovation introduced into practice, some areas would benefit from further work. A possible direction to strengthen the empirical evidence is not only to replicate this research within and outside the automotive industry but also to focus on elements of the graphical concept map and to explain and understand their interaction in greater detail.
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Książki na temat "Capability building"

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Centre for Social and Economic Development (Kathmandu, Nepal), red. Governance and rural capability building. Kathmandu: Centre for Social and Economic Development, 2001.

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Samuel, Paul. Building capability for policy analysis. Washington, D.C. (1818 H St. NW, Washington 20433): Country Economics Dept., World Bank, 1989.

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Rajan, Amin. Building capability for the 21st century. London: Investors in People UK, 1999.

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Andrews, Matt. Building State Capability: Evidence, Analysis, Action. Oxford, UK: Oxford University Press, 2017.

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Gagnon, Stéphane. E-business model innovation and capability building. Helsinki: United Nations University : World Institute for Development Economics Research, 2003.

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Making strategy work: Building sustainable growth capability. San Francisco, Calif: Jossey-Bass Publishers, 1997.

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Learning, capability building and innovation for development. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2013.

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Dutrénit, Gabriela, Keun Lee, Richard Nelson, Alexandre O. Vera-Cruz i Luc Soete, red. Learning, Capability Building and Innovation for Development. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137306937.

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O'Connor, Gina Colarelli. Grabbing lightning: Building a capability for breakthrough innovation. San Francisco: Jossey-Bass, 2008.

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Humphrey, Watts S. Leadership, teamwork, and trust: Building a competitive software capability. Upper Saddle River, NJ: Addison-Wesley, 2011.

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Części książek na temat "Capability building"

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Newton, Richard. "Building a Delivery Capability". W The Practice and Theory of Project Management, 341–67. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-14314-3_13.

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Saxena, Rahul, i Anand Srinivasan. "Building the Analytics Capability". W Business Analytics, 123–31. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4614-6080-0_10.

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Williams, David, i Tim Parr. "Building a communications capability". W Enterprise Programme Management, 190–219. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230514706_14.

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Walters, David, i Deborah Helman. "Building the “Connected” Business Model: Identifying Capability Requirements". W Strategic Capability Response Analysis, 257–83. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22944-3_10.

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Bloom, Paul N. "Staffing: Building Your Human Resources Capability". W Scaling Your Social Venture, 53–68. New York: Palgrave Macmillan US, 2012. http://dx.doi.org/10.1007/978-1-137-51192-8_4.

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Beck, Dave, i Rod Purcell. "Community Capacity Building and Human Capability". W Community Development for Social Change, 135–38. Abingdon, Oxon; New York, NY: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781315528618-25.

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ten Have, Henk, i Maria do Céu Patrão Neves. "Capacity (See Capability; Capacity Building; Competence)". W Dictionary of Global Bioethics, 221. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-54161-3_107.

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Clydesdale, Greg. "Capability building for a global economy". W Industrial Development, 91–109. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003207719-7.

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Swarr, Thomas E., Anne-Claire Asselin, Llorenç Milà i Canals, Archana Datta, Angela Fisher, William Flanagan, Kinga Grenda i in. "Building Organizational Capability for Life Cycle Management". W LCA Compendium – The Complete World of Life Cycle Assessment, 239–56. Dordrecht: Springer Netherlands, 2015. http://dx.doi.org/10.1007/978-94-017-7221-1_17.

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Ashurst, Colin. "Building the it Capability of the Organization". W Competing with IT, 376–407. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-26998-0_15.

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Streszczenia konferencji na temat "Capability building"

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Kloosterman, Henk Jaap. "Subsurface Capability Building". W SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/170673-ms.

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Uzarski, D. R., D. K. Hicks i J. A. Zahorak. "Building and Building Component Condition and Capability Metrics". W Seventh International Conference on Applications of Advanced Technologies in Transportation (AATT). Reston, VA: American Society of Civil Engineers, 2002. http://dx.doi.org/10.1061/40632(245)56.

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Kalden, Osman, i Christian Bodemann. "Building Space Situational Awareness capability". W 2011 5th International Conference on Recent Advances in Space Technologies (RAST). IEEE, 2011. http://dx.doi.org/10.1109/rast.2011.5966920.

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Gelling, Ronald. "Technical Capability Building in Shell". W GeoSkill 2013 - EAGE Workshop on 21st Century Training and Education. Netherlands: EAGE Publications BV, 2013. http://dx.doi.org/10.3997/2214-4609.201405600.

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M. Rosaz, Thierry. "Building local capability seen as..." W GeoSkill 2013 - EAGE Workshop on 21st Century Training and Education. Netherlands: EAGE Publications BV, 2013. http://dx.doi.org/10.3997/2214-4609.201405605.

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von Wangenheim, Christiane Gresse, Jean Carlo R. Hauck, Luigi Buglione, Fergal McCaffery, Thaisa Cardoso Lacerda i Ronny F. Vieira da Cruz. "Building a maturity & capability model repository". W the 12th International Conference. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/2181101.2181102.

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Berg, Peter, Dean Reed i Shashikala Sriram. "Capability-Building Competition in Design: Case Study". W 28th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2020. http://dx.doi.org/10.24928/2020/0116.

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Poutanen, Jouko, i Mirja Pulkkinen. "Dual Capability EAM for Agility in Business Capability Building: A Systems Theoretical View". W 23rd International Conference on Enterprise Information Systems. SCITEPRESS - Science and Technology Publications, 2021. http://dx.doi.org/10.5220/0010455007260734.

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Campbell, Richard L., i Michelle N. Lynde. "Building a Practical Natural Laminar Flow Design Capability". W 35th AIAA Applied Aerodynamics Conference. Reston, Virginia: American Institute of Aeronautics and Astronautics, 2017. http://dx.doi.org/10.2514/6.2017-3059.

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Xie, Bin. "Building ODM Capability through Vertical and Virtual Integration". W 2007 International Conference on Service Systems and Service Management. IEEE, 2007. http://dx.doi.org/10.1109/icsssm.2007.4280242.

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Raporty organizacyjne na temat "Capability building"

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Abbe, Allison. Building Cultural Capability for Full-Spectrum Operations. Fort Belvoir, VA: Defense Technical Information Center, styczeń 2008. http://dx.doi.org/10.21236/ada478043.

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Bernstein, L. A., J. A. Becker, P. E. Garrett, W. Younes i A. Schiller. Building a LLNL Capability in Radioactive Ion Beam Experiments. Office of Scientific and Technical Information (OSTI), styczeń 2002. http://dx.doi.org/10.2172/15002231.

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Walker, Stephen E. Building a Joint Security Cooperation Logistics Capability in Afghanistan. Fort Belvoir, VA: Defense Technical Information Center, marzec 2008. http://dx.doi.org/10.21236/ada478679.

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Carmichael, Joshua Daniel. Building a Predictive Capability for Decision-Making that Supports MultiPEM. Office of Scientific and Technical Information (OSTI), listopad 2017. http://dx.doi.org/10.2172/1409803.

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Lee, R. L., i R. C. McCallen. Development of a building wake/stack height numerical modeling capability. Office of Scientific and Technical Information (OSTI), wrzesień 1991. http://dx.doi.org/10.2172/5109726.

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Thompson, John W. Building Capacity from Within: The Need for a Rotary Wing SFA Capability. Fort Belvoir, VA: Defense Technical Information Center, marzec 2010. http://dx.doi.org/10.21236/ada518408.

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Holt, Jeffrey P. The U.S. Army National Guard and Urban Warfare: Building a Needed Capability. Fort Belvoir, VA: Defense Technical Information Center, kwiecień 2001. http://dx.doi.org/10.21236/ada393492.

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Haller, John, Samuel A. Merrell, Matthew J. Butkovic i Bradford J. Willke. Best Practices for National Cyber Security: Building a National Computer Security Incident Management Capability. Fort Belvoir, VA: Defense Technical Information Center, czerwiec 2010. http://dx.doi.org/10.21236/ada536721.

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Nelson, Eric M. Combat Search and Rescue: Building a Joint Capability to Meet the Combatant Commander's Requirements. Fort Belvoir, VA: Defense Technical Information Center, marzec 2004. http://dx.doi.org/10.21236/ada424185.

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White, JOhn P., i John Deutch. Building Capability from the Technical Revolution That Has Happened. Report of the Belfer Center Conference on National Security Transformation. Fort Belvoir, VA: Defense Technical Information Center, czerwiec 2004. http://dx.doi.org/10.21236/ada424500.

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