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Full-Text Articles in Business

Lean Startups And Strategic Management, Joshua Binus, Horatiu Corban, Stephanie Miller, Hans Vanderschaaf Apr 2018

Lean Startups And Strategic Management, Joshua Binus, Horatiu Corban, Stephanie Miller, Hans Vanderschaaf

Engineering and Technology Management Student Projects

Slides from a group presentation that offers a lean startup methodology overview, examines challenges and solutions, reviews case studies and discusses lean and strategic management.


Assessment Of Minimum Viable Product Techniques: A Literature Review, Mohammadsaleh Saadatmand Oct 2017

Assessment Of Minimum Viable Product Techniques: A Literature Review, Mohammadsaleh Saadatmand

Engineering and Technology Management Student Projects

Although the minimum viable product (MVP) concept provides a means to test ideas and hypothesis at early stages, it does not indicate that it is easy to build. MVP tests whether your idea solves a real problem that customers are willing to pay for. In order to reach the stage of building a product that people want to use and pay for, we need to make sure product passes certain tests. In turn, MVP techniques/methods are designed not only to test technical questions about the product, but also to assess the viability of business model hypothesis. Once the hypothesis that …


Exclusive Summary: Diabetes Happy Meal, Bhawinee Banchongraksa Oct 2017

Exclusive Summary: Diabetes Happy Meal, Bhawinee Banchongraksa

Engineering and Technology Management Student Projects

Brief summary of application software designed to assist diabetics to make healthy dietary choices, and to offer means to buy ingredients online.


The Dynamics Of Open Strategy: From Adoption To Reversion, Melissa M. Appleyard, Henry W. Chesbrough Jun 2017

The Dynamics Of Open Strategy: From Adoption To Reversion, Melissa M. Appleyard, Henry W. Chesbrough

Business Faculty Publications and Presentations

Innovation has become more open in recent years. Yet the decision to become more open and the challenge of sustaining that openness are not well understood. This is the concern of the “content” branch of Open Strategy, defined as the branch that addresses an organization's open innovation strategy. We examine the initial motivations to adopt an open strategy, and then consider when organizations choose to maintain that open strategy or revert to a more proprietary approach. Similarly, we examine motivations to open up a previously proprietary strategy. We find that these dynamics depend on the organization's desire to either foster …


Application Of Reference Models In Technology Management, Farshad Madani Jan 2012

Application Of Reference Models In Technology Management, Farshad Madani

Engineering and Technology Management Student Projects

Reference models, sometimes called with other different words, prepare a general model from a specific view of the related environment. Reference models are considered as a basic foundation to create: 1) a common language among specialists 2) a reference for the entities such as processes 3) relationships among entities 4) tools and decision making procedures for the real world.

In this report, it's tried the definitions of reference model in the selected papers have been reviewed. It's noticeable that in many papers the term of framework is used instead of reference model. Also, applications of reference models are reviewed and …


Open Innovation And Strategy, Henry W. Chesbrough, Melissa M. Appleyard Oct 2007

Open Innovation And Strategy, Henry W. Chesbrough, Melissa M. Appleyard

Business Faculty Publications and Presentations

The article discusses a process of business innovation known as open innovation and its relation to traditional business strategy. The competitive strategy developed by Michael Porter emphasized rivalry, buyer power, and barriers to entry as forces that could enhance a producer's surplus. The authors discuss the impact of the Porterian value chain, the processes of production through to the consumer, on subsequent business practices. However, this theory does not account for external sources of value to a company, such as innovation communities, volunteer contributors and surrounding networks, including social networking web sites, open source software and the Wiki model of …