Context characterization for synthesis of process architectures
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Cites background or methods from "Context characterization for synthe..."
...LaFon (2008) provides the framework for an Automation vendor's Enterprise Process Architecture (for Lean Product Development), while Nightingale (2008) provides the framework for Lean Enterprise Architecture for a Manufacturer's Enterprise....
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...This is echoed strongly in a different form in LaFon (2008) which states that "Sources of change are evolving technologies, determinations and discoveries made during feasibility analyses, discovery of missing or poorly designed system specifications, or discovery of incorrectly specified components and technologies....
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...It is important to be able to count on credible change-frameworks, such as lean, that provide a complete approach to effecting changes for a net-gain, or LaFon (2008) that describes how to architect process changes....
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...Why agility? The choice of agility over other candidate approaches to make automation vendors more competitive, was subjective, but informed by, for example, LaFon (2008) assertion that "value is delivered when the process responds to changes in customer preferences and requirements", hinting at the need for a process...
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References
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"Context characterization for synthe..." refers background in this paper
...Organizational Capital Organizational Capital refers to attributes of "collections of individuals" (Barney, 1996)....
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...Personality When considering individuals as a human capital resource (Barney, 1996), one should not ignore personality traits of employees....
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...goals, or was it created for past projects? Product development organizations must evolve with their current products, technologies and trends, or risk biasing development projects within outdated paradigms (Rechtin & Maier, 2000; Ulrich & Eppinger, 2004) or exaggerating the wrong competence (Barney, 1996)....
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...Of particular interest to this thesis are 1) the variability and influence of stakeholder value perspectives across enterprises and industries, 2) the heterogeneity of development approaches (Barney, 1996) used by organizations for value delivery in product development, and, 3) the outcomes of various unique development approaches - particularly, how well outcomes are aligned to the strategic objectives for value delivery of the organization....
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...Of particular interest is the efficiency and coordination of the linkages among the development process and supportive processes (Barney, 1996), business-units, test centers, and evaluation centers....
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1,955 citations
"Context characterization for synthe..." refers background in this paper
...legal, sales, development, manufacturing) and also the connectedness of processes, and the efficiency (Hamel, 2002) of each in support of others....
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...An enterprise's value network refers to its external network and various partners that "complement and/or support a firm's own resources" (Hamel, 2002)....
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1,797 citations