小议新产品开发的经济效益评价体系

随着社会的进步,消费需求的变化加快和大众对生活质量的提高,新产品正受到越来越大的重视,新产品开发可以使企业保持良好的发展势头,促进企业成长,提高企业竞争优势.为此,本文综合运用层次分析法和模糊综合评价法(多层次模糊综合评价法)对新产品开发经济效益进行研究,并使评价结果定量化.     

新产品试销评价方法研究

新产品开发的最后阶段是试销。通过试销 ,企业可以了解新产品的使用情况和用户意愿。模糊综合评价可以把用户的主观判断予以量化 ,客观地反映市场对试销产品的反馈信息 ,为企业提供一个科学合理的决策依据。     

新产品开发项目中沟通管理的作用和方法

沟通管理是项目管理的九大知识体系之一,在项目整体管理中有着极其重要的意义。本文通过分析新产品开发项目中沟通管理的作用及其对项目进度和质量的影响,提出强化新产品开发项目沟通管理的方式和方法。     

新产品开发项目中沟通管理的作用和方法

沟通管理是项目管理的九大知识体系之一,在项目整体管理中有着极其重要的意义。本文通过分析新产品开发项目中沟通管理的作用及其对项目进度和质量的影响,提出强化新产品开发项目沟通管理的方式和方法。     

基于ANP的新产品开发项目关键因素识别

国内外关于新产品开发项目关键影响因素的研究有很多,但都没有定量分析各因素之间的相互影响,导致研究问题不全面。文章运用全面质量管理理论中的因果分析法,整理以往研究成果,得到30个影响因素;运用网络分析法(ANP)分析各因素之间的相互影响,计算出各因素的权重值并排序;依据二八定律,从中识别出7个关键因素。     

动态项目型新产品开发组织模式研究

产品开发组织是新产品开发系统的组织保证。根据多产品多层次并行的产品开发过程,讨论建立了动态项目型新产品开发组织。为了顺利实现产品开发,在产品层、子阶段层和设计层并行;在动态项目型产品开发组织中,又讨论了组建产品策划团队、产品开发管理团队和产品开发技术团队等内容,以确保相应的新产品开发战略的实现。     

基于模糊数学的新产品开发合作伙伴选择研究

基于模糊数学理论,分析影响新产品开发合作伙伴选择的各要素及其权重,构建评价指标体系,建立了合作伙伴选择评价模型.并应用模糊数学的方法进行算例分析,选出符合新产品开发要求的合作伙伴.     

风电场投资项目的社会效益评价研究

本文从风电场社会效益中的环境,社会经济,社会协调发展等方面考虑,建立了一套具有可操作性的风电场项目的社会评价指标体系,并对指标特点、指标内容和指标应用都进行了详细的论述,在此基础上提出定性和定量相结合的多层次模糊综合评价方法,得出了适合风电场项目的社会评价模型,为类似风电场的社会效益评价提供了相应的参考模型。     

风电场项目社会效益评价研究——基于AHP的模糊综合评价法

研究建立了基于环境保护评价、工程节能与环保效益评价和社会经济评价的风电场社会效益指标体系,并针对指标间的相互联系和相互影响,运用AHP层次分析法确定单要素权重和组合权重,最终确定各项指标的权重,从而建立模糊综合评价模型,最后通过一个算例验证本方法的可行性。     

基于AHP改进模型的房地产开发项目选择

对模糊综合评判的AHP（层次分析法）改进模型与AHP进行了简单的比较。并实际情况出发，运用模糊综合评判的AHP（层次分析法）改进模型对房地产开发项目进行比较选择。     

新产品研发项目管理模式的应用

应用新产品研发项目管理模式能实现企业资源的高效利用,缩短研发周期,降低产品成本,提高产品质量,减小风险,提高企业新产品研发的能力与水平。文章从项目管理的相关理论知识入手,结合实践对先进的新产品研发项目管理模式进行研究,有针对性地提出解决措施,为促进新产品研发项目管理模式应用,进一步提高企业新产品研发能力和水平积累经验和提供参考。     

新产品研发项目管理模式的应用

应用新产品研发项目管理模式能实现企业资源的高效利用,缩短研发周期,降低产品成本,提高产品质量,减小风险,提高企业新产品研发的能力与水平。文章从项目管理的相关理论知识入手,结合实践对先进的新产品研发项目管理模式进行研究,有针对性地提出解决措施,为促进新产品研发项目管理模式应用,进一步提高企业新产品研发能力和水平积累经验和提供参考。     

Complex New Product Development Projects: How the Project Manager's Information Sharing With Core Actors Changes Over Time

A heavily burdened project manager must ensure effective information sharing with actors inside and outside the organization because this is a necessary condition for a new product development (NPD) project to achieve its objectives. Knowledge, however, on who actually assists a project manager with the information sharing during NPD projects is limited; therefore, this study of longitudinal objective email data (4658 emails) during a NPD project contributes to theory and practice by advancing our understanding of when and how the project manager establishes relationships with different core actors inside and outside the organization to promote the information sharing.     

工程监理企业信用评价研究

随着我国建设监理行业不断的发展壮大,工程监理企业竞争日趋激烈,失信行为时有发生。对工程监理企业信用进行研究并建立一套指标体系进行评价势在必行。但国内外学者在这方面鲜有涉及,尤其是评价指标体系在国内尚属空白。主要建立一套工程监理企业信用评价指标体系,为工程监理企业信用评价奠定基础。     

The Impact of Company Resources and Capabilities on Global New Product Program Performance

Product innovation and the trend to globalization are two important and interrelated dimensions driving business today. In this article, the results of five published research articles on the topic of global new product development (NPD) are summarized to provide an integrated overview of the factors that impact global NPD program performance. The overall conceptual framework is based on three types of literature—NPD, globalization, and organization. The main theoretical approach for establishing relationships between factors is the dynamic capability/resource‐based view. Accordingly, factors linked to outcome are seen as operating on different organizational levels, with more actionable initiatives or ‘capabilities’ largely mediating the softer and longer term background ‘resources’ of the firm. The analyses are based on a broad cross‐industry sample of 467 firms (North America, Europe, B2B, goods/services). Three global NPD‐related background resources (global innovation culture, resource commitment, and senior management involvement), labeled the ‘behavioral environment’ of the firm, are identified and shown to be linked to global NPD program performance via the mediated effect of four specific NPD capabilities (NPD process, strategy, team, and IT/communication). A qualitative synthesis of the findings is provided, along with recommended management initiatives with which firms can enhance their performance in the global NPD effort. Both sets of factors are found to be essential and highly interrelated, but it is the strength of the behavioral environment resources that distinguish the best performing firms, setting the stage for success in global NPD.     

Project management for new product development

This article examines the intersection of the project management body of knowledge with new product development (NPD). The area under examination is the development of consumer products that have a significant engineering production content. It is concluded that the project management method, with its structured task definition and software tools, is generally useful for managing NPD projects. However, in some areas, project management incompletely meets the needs of NPD. Specifically, NPD is characterized by complex interrelated activities and large uncertainties about precisely which solution path will be taken, such that the full scope of the project can often not be anticipated beforehand. The article identifies that more research is required to validate the stage‐gate and lean project management methods. Whereas cost is the primary focus in project management, with NPD there is a need to consider both cost and income (from product sales) in making strategic decisions. Communication and human resource management are important factors in NPD success, but existing project management perspectives have little to say about the social and behavioral aspects, such as organizational culture, team dynamics, and leadership styles, especially not for NPD. Current project management practices are very much based on “output control” (targets, appraisal, rewards, management by objectives), which the human resource management literature identifies as inhibiting innovation. There is also likely to exist an intersection, as yet poorly understood, between project management and knowledge management, particularly for innovation processes such as NPD. For practitioners, the main message is that the project management method provides a basic, but imperfect, tool for managing NPD. The relevance for researchers is that gaps have been identified in the project management method as it is currently applied to NPD. Several places are identified where further research is required to (a) better understand the causality between factors (e.g., human resource management) and project success and (b) adapt project management methods to better serve the NPD process.     

基于新产品开发的动态联盟利益分配过程研究

动态联盟的利益分配是组织能够持续发展的基础。新产品开发动态联盟利益分配问题是影响新产品开发成功与否的重要因素。文章在分析了新产品开发动态联盟利益分配的原则及影响因素的基础上建立了利益分配流程,并对其中要素价值确定进行了研究。     

知识整合视角下新产品开发能力研究

根据国外学者对新产品开发能力的研究,提出了知识整合是提升新产品开发能力的重要途径,从内外部整合两个方面论述了知识整合的内容和知识整合对新产品开发能力作用模式,提出了企业在进行外部知识整合的时候要特别关注利益相关者,在内部整合时要注意广泛地解决问题、进行跨功能整合并构建知识分享的解决方案,指出本领域的未来研究方向。     

BOT项目融资环境的风险评价

针对影响BOT项目融资的各种潜在风险因素,运用层次分析法将定性分析与定量分析结合起来,构建了BOT项目融资环境的风险评价模型,确定了各风险因素的权重系数;并对权重系数进行了层次总排序,对影响程度较大的风险因素进行了评价分析,提出了可行的风险应对措施,以期对BOT项目融资的风险管理起到一定的借鉴作用。