Pengaruh faktor minat, keluarga, role model dan jangkaan gaji terhadap pelajar wanita dalam menentukan bidang kejuruteraan sebagai suatu kerjaya masa hadapan

Kajian ini bertujuan untuk mengenaipasti pengaruh di antara empat faktor iaitu minat, dorongan keiuarga, ro/s aioaW dan jangkaan gaji terhadap peiajar wanita daiam menentukan bidang kejuruteraan sebagai suatu kerjaya masa hadapan. Seramai dua ratus tujuh puluh lapan pelajar wanita yang terdiri daripada pelajar program Kejuruteraan Awam, Elektrik dan Mekanikal telah dijadikan sample kajian. Responden yang terlibat merupakan pelajar Ijazah Sarjana Muda Kejuruteraan dari Kolej Universiti Teknologi Tun Hussein Onn (KUiTTHO), Universiti Teknologi Malaysia (UTM) dan Universiti Teknologi Mara (UiTM). Data dikumpul dengan menggunakan set soal selidik dan dianalisis menggunakan program -SajfM'rca/ Package /or fAe ^oc/a/ .Sc/eacay (SPSS 10.0 for Windows). Ujian Pekali Korelasi Spearman rho telah digunakan untuk mengenalpasti hubungan di antara pembolehubah-pembolehubah. Hasil kajian menunjukkan keempatempat faktor yang telah dinyatakan mempunyai hubungan yang signifikan dengan pelajar wanita dalam menentukan bidang kejuruteraan sebagai suatu kerjaya masa hadapan. Oleh yang demikian keempat-empat faktor tersebut perlulah memainkan peranan masingmasing bagi mempertingkatkan penyertaan kaum wanita dalam bidang kejuruteraan

Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success

It is widely accepted that global competitive advantage frequently requires managing such complex situations that traditional organization and job structures are simply insufficient. Increasingly, in order to create a flexible and integrated set of decisions that balance local flexibility with global efficiency, organizations must rely on more social, informal and matrix-based shared visions among managers and employees. Research on global strategic advantage, global organizational structures, and even shared mindsets has suggested that dimensions of culture, product and function provide a valuable organizing framework. However, typical decisions about organization structure, HRM practices and talent often remain framed at such a high level as to preclude their solution. We maintain that there is often no logical answer to such questions as, “Should the sales force be local or global?” or “Should product authority rest with the countries or the corporate center?” However, we propose that embedding business processes or value chains within a Culture and Product matrix provides the necessary analytic detail to reveal otherwise elusive solutions. Moreover, by linking this global process matrix to a model that bridges strategy and talent, it is possible to identify global “pivotal talent pools,” and to target organizational and human resource investments toward those talent areas that have the greatest impact on strategic advantage. We demonstrate the Value-Chain, Culture and Product (VCCP) matrix using several examples, and discuss future research and practical implications, particularly for leadership and leadership development

Sustainable and traditional product innovation without scale and experience, but only for KIBS!

This study analyzes the ideal strategic trajectory for sustainable and traditional product innovation. Using a sample of 74 Costa Rican high-performance businesses for 2016, we employ fuzzy set analysis (qualitative comparative analysis) to evaluate how the development of sustainable and traditional product innovation strategies is conditioned by the business’ learning capabilities and entrepreneurial orientation in knowledge-intensive (KIBS) and non-knowledge-intensive businesses. The results indicate two ideal strategic configurations of product innovation. The first strategic configuration to reach maximum product innovation requires the presence of KIBS firms that have both an entrepreneurial and learning orientation, while the second configuration is specific to non-KIBS firms with greater firm size and age along with entrepreneurial and learning orientation. KIBS firms are found to leverage the knowledge-based and customer orientations that characterize their business model in order to compensate for the shortage of important organizational characteristics—which we link to liabilities or smallness and newness—required to achieve optimal sustainable and traditional product innovation.Peer ReviewedPostprint (published version

Eco-innovative Method to Improve the Distribution Phase of Product

The integration of the environmental dimension is crucial in industrial activity. Designers should integrate the new environmental constraints to adapt their approaches and methodologies in the framework of eco-innovation of industrial products and consumer goods. This paper proposes a new method integrating ecological aspects into the innovation process composed of three main stages: an analysis and structuring of the product, the formalization of the problem and the resolution phase. According to the structuring and the design objectives, actions can be selected and allow to guide the design to the most relevant modification to perform on the product. An illustration of the approach is applied on the optimization of the environmental impacts related to the logistical aspects

SMEs; Virtual research and development (R&D) teams and new product development: A literature review

Small and medium-sized enterprises (SMEs) are indeed the engines of global economic growth. Their continued growth is a major subject for the economy and employment of any country. Towards that end, virtual research and development (R&D) could be a viable option to sustain and ease the operations of SMEs. However, literature shows there has not been a great deal of research into the diverse characteristic of virtual R&D teams in SMEs. This article provides a comprehensive literature review on different aspects of virtual R&D teams collected from the reputed publications. The purpose of the literature review is to provide an outline on the structure and dynamics of R&D collaboration in SMEs. Specifying the rationale and relevance of virtual teams, the relationship between virtual R&D team for SMEs and new product development (NPD) has been examined. It concludes with identifying the gaps and feebleness in the existing literature and calls for future research in this area. It is argued to form of virtual R&D team deserves consideration at top level management for venturing into the new product development within SMEs

Virtual R&D teams in small and medium enterprises: a literature review

Small and medium enterprises (SMEs) are the driving engine behind economic growth. While SMEs play a critical role in generating employment and supporting trade, they face numerous challenges, the prominent among them are the need to respond to fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Towards that end, research and development (R & D) aspect deserves particular attention to promote and facilitate the operations of SMEs. Virtual R & D team could be a viable option. However, literature shows that virtual R & D teaming in SMEs is still at its infancy. This article provides a comprehensive literature review on different aspects of virtual R & D teams collected from the reputed publications. The purpose of the state-of-the-art literature review is to provide an overview on the structure and dynamics of R & D collaboration in SMEs. Specifying the foundation and importance of virtual teams, the relationship between virtual R & D team and SMEs has been examined. It concludes with the identification of the gaps in the existing literature's and calls for future research. It is argued that setting-up an infrastructure for virtual R & D team in SMEs still requires a large amount of engineering efforts and deserves consideration at top level management