Publisher: Inderscience Publishers   (Total: 448 journals)

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Showing 401 - 448 of 448 Journals sorted alphabetically
Intl. J. of Technological Learning, Innovation and Development     Hybrid Journal   (Followers: 6, SJR: 0.231, CiteScore: 0)
Intl. J. of Technology and Globalisation     Hybrid Journal   (Followers: 3, SJR: 0.125, CiteScore: 0)
Intl. J. of Technology Enhanced Learning     Hybrid Journal   (Followers: 21, SJR: 0.229, CiteScore: 1)
Intl. J. of Technology Intelligence and Planning     Hybrid Journal   (Followers: 1, SJR: 0.146, CiteScore: 0)
Intl. J. of Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.411, CiteScore: 1)
Intl. J. of Technology Marketing     Hybrid Journal   (Followers: 6)
Intl. J. of Technology Policy and Law     Hybrid Journal   (Followers: 7)
Intl. J. of Technology Transfer and Commercialisation     Hybrid Journal   (Followers: 1)
Intl. J. of Technology, Policy and Management     Hybrid Journal   (Followers: 1, SJR: 0.159, CiteScore: 0)
Intl. J. of Telemedicine and Clinical Practices     Hybrid Journal   (Followers: 3)
Intl. J. of the Built Environment and Asset Management     Hybrid Journal   (Followers: 4)
Intl. J. of the Digital Human     Hybrid Journal   (Followers: 2)
Intl. J. of Theoretical and Applied Multiscale Mechanics     Hybrid Journal   (Followers: 3)
Intl. J. of Tourism Anthropology     Hybrid Journal   (Followers: 11, SJR: 0.125, CiteScore: 0)
Intl. J. of Tourism Policy     Hybrid Journal   (Followers: 9, SJR: 0.143, CiteScore: 0)
Intl. J. of Trade and Global Markets     Hybrid Journal   (Followers: 3, SJR: 0.221, CiteScore: 0)
Intl. J. of Transitions and Innovation Systems     Hybrid Journal   (Followers: 1)
Intl. J. of Trust Management in Computing and Communications     Hybrid Journal   (Followers: 3)
Intl. J. of Ultra Wideband Communications and Systems     Hybrid Journal   (SJR: 0.106, CiteScore: 0)
Intl. J. of Value Chain Management     Hybrid Journal   (Followers: 6, SJR: 0.116, CiteScore: 0)
Intl. J. of Vehicle Autonomous Systems     Hybrid Journal   (SJR: 0.155, CiteScore: 0)
Intl. J. of Vehicle Design     Hybrid Journal   (Followers: 6, SJR: 0.363, CiteScore: 1)
Intl. J. of Vehicle Information and Communication Systems     Hybrid Journal   (Followers: 2)
Intl. J. of Vehicle Noise and Vibration     Hybrid Journal   (Followers: 7, SJR: 0.297, CiteScore: 1)
Intl. J. of Vehicle Performance     Hybrid Journal  
Intl. J. of Vehicle Safety     Hybrid Journal   (Followers: 5, SJR: 0.164, CiteScore: 0)
Intl. J. of Vehicle Systems Modelling and Testing     Hybrid Journal   (Followers: 3, SJR: 0.278, CiteScore: 1)
Intl. J. of Virtual Technology and Multimedia     Hybrid Journal   (Followers: 2)
Intl. J. of Water     Hybrid Journal   (Followers: 17, SJR: 0.165, CiteScore: 0)
Intl. J. of Web and Grid Services     Hybrid Journal   (SJR: 0.23, CiteScore: 1)
Intl. J. of Web Based Communities     Hybrid Journal   (SJR: 0.212, CiteScore: 1)
Intl. J. of Web Engineering and Technology     Hybrid Journal   (Followers: 1, SJR: 0.115, CiteScore: 0)
Intl. J. of Web Science     Hybrid Journal   (Followers: 3)
Intl. J. of Wireless and Mobile Computing     Hybrid Journal   (Followers: 6, SJR: 0.233, CiteScore: 1)
Intl. J. of Work Innovation     Hybrid Journal   (Followers: 2, SJR: 0.101, CiteScore: 0)
Intl. J. of Work Organisation and Emotion     Hybrid Journal   (Followers: 5, SJR: 0.171, CiteScore: 1)
J. for Global Business Advancement     Hybrid Journal   (SJR: 0.126, CiteScore: 0)
J. for Intl. Business and Entrepreneurship Development     Hybrid Journal   (Followers: 12)
J. of Design Research     Hybrid Journal   (Followers: 15, SJR: 0.346, CiteScore: 1)
Latin American J. of Management for Sustainable Development     Hybrid Journal  
Luxury Research J.     Hybrid Journal   (Followers: 1)
Middle East J. of Management     Hybrid Journal   (Followers: 2)
Progress in Computational Fluid Dynamics, An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.25, CiteScore: 1)
Progress in Industrial Ecology, An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.162, CiteScore: 0)
The Botulinum J.     Hybrid Journal   (SJR: 0.126, CiteScore: 0)
World Review of Entrepreneurship, Management and Sustainable Development     Hybrid Journal   (Followers: 3, SJR: 0.312, CiteScore: 1)
World Review of Intermodal Transportation Research     Hybrid Journal   (Followers: 6, SJR: 0.26, CiteScore: 1)
World Review of Science, Technology and Sustainable Development     Hybrid Journal   (Followers: 3, SJR: 0.15, CiteScore: 0)

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Similar Journals
Journal Cover
International Journal of Technology Management
Journal Prestige (SJR): 0.411
Citation Impact (citeScore): 1
Number of Followers: 4  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0267-5730 - ISSN (Online) 1741-5276
Published by Inderscience Publishers Homepage  [448 journals]
  • Establishing relationships with distant suppliers to explore discontinuous
           innovation
    • Authors: Sihem Ben Mahmoud-Jouini, Florence Charue-Duboc
      Pages: 143 - 165
      Abstract: A controversy exists in the literature regarding the type of suppliers to consider when leveraging external knowledge for exploring discontinuous innovation (DI): familiar suppliers or distant ones. We argue that firms pursuing DI should establish relationships with distant suppliers along cognitive and relational dimensions and that this requires a specific process. Based on a longitudinal study of a firm that developed such relationships and succeeded in exploring DI, we find that firms can develop such relationships through an approach with three main characteristics: 1) a documented mapping coupling identified DI concepts and their underlying technologies with potential suppliers who master and can provide such technologies; 2) a structured and transparent process supporting mutual and progressive commitment; 3) a specific dedicated entity, separate from the rest of the firm, but at the same time connected to the experts who master the internal knowledge to be combined with the leveraged external knowledge as well as the top managers who will make the decisions regarding further development of the explored opportunities for DI. Simultaneous cooperation with both distant and familiar suppliers enables firms to achieve ambidextrous sourcing and pursue both incremental innovation and DI.
      Keywords: discontinuous innovation; early supplier involvement; distant search; open innovation; exploration; ambidextrous organisation
      Citation: International Journal of Technology Management, Vol. 81, No. 3/4 (2019) pp. 143 - 165
      PubDate: 2020-02-24T23:20:50-05:00
      DOI: 10.1504/IJTM.2019.105320
      Issue No: Vol. 81, No. 3/4 (2020)
       
  • Exploring the effectiveness of pursuing competing technologies in parallel
           projects during predevelopment
    • Authors: Ties Van Bommel, Edwin J. Nijssen, Ronald J. Mahieu
      Pages: 166 - 190
      Abstract: Prior research has studied the effectiveness of parallel projects in the research and development stages. However, it has ignored predevelopment, which R&D intensive firms generally distinguish as a separate stage lodged between research and development. Predevelopment focuses on activities and decisions to select, from a subset of related technologies, the best option for a product application. Parallel projects are often a means of speeding up this process by actively pursuing learning spillovers. This paper develops assumptions about learning potential and then uses a real option model to test the trade-off between the higher costs and benefits of this parallel project approach. We compare outcomes for predevelopment using the same approach under research and development conditions, respectively. The results reveal that, when moving from research to development, the effectiveness of pursuing competing technologies in parallel projects first increases and then decreases, with a maximum positive result in predevelopment. The results also show that learning spillovers can compensate for the higher investment costs. Data from an empirical case support our findings.
      Keywords: competing technologies; interproject learning; predevelopment; parallel development; real options
      Citation: International Journal of Technology Management, Vol. 81, No. 3/4 (2019) pp. 166 - 190
      PubDate: 2020-02-24T23:20:50-05:00
      DOI: 10.1504/IJTM.2019.105302
      Issue No: Vol. 81, No. 3/4 (2020)
       
  • Structural characteristics of extended alliance portfolio configuration
           and firm innovation
    • Authors: Ties Van Bommel, Edwin J. Nijssen, Ronald J. Mahieu
      Pages: 191 - 209
      Abstract: So far, the scope of alliance portfolio configuration (APC) studies has included only one degree, namely direct alliances or partners of a focal firm. Based on the sociological concept of 'three degrees of influence rule', this study extends the scope of the APC of a focal firm to three degrees, and two structural variables (clustering coefficient and closeness centrality) are extracted from the extended APCs of 31 Korean bio-pharmaceutical firms. Then, the effects of these variables on firm innovation performance are analysed using the two-step generalised method of moments (GMM) estimates. The results show that the more clustered the extended APCs are, and the closer their average distance from a focal firm, the more favourable the innovation performance of the firms. Additionally, the average distance was found to moderate the clustering effect in the extended APC for the innovation performance. Attempting to interpret the APC with such an expanded concept is expected to accelerate further research in the future.
      Keywords: extended alliance portfolio configuration; clustering coefficient; closeness centrality; two-step generalised method of moments
      Citation: International Journal of Technology Management, Vol. 81, No. 3/4 (2019) pp. 191 - 209
      PubDate: 2020-02-24T23:20:50-05:00
      DOI: 10.1504/IJTM.2019.105306
      Issue No: Vol. 81, No. 3/4 (2020)
       
  • Management of Industry 4.0 – reviewing intrinsic and extrinsic
           adoption drivers and barriers
    • Authors: Jun-Jun A. Obiso, Celbert M. Himang, Lanndon A. Ocampo, Miriam F. Bongo, Shirley Ann A. Caballes, Dharyll Prince M. Abellana, Custer C. Deocaris, Roberto Padua, Rosein Ancheta Jr.
      Pages: 210 - 257
      Abstract: The adoption of Industry 4.0 (I4.0) being a global technology advancement have challenged the adoption decision of stakeholders due to inadequate management strategies provided in the current literature. As a result, there exists a disparity of perception among organisations of whether or not the adoption of I4.0 should be pursued. As a part of this management strategy, this paper attempts to review drivers and barriers and characterise each as being intrinsic or extrinsic. Furthermore, these drivers and barriers are categorised according to technological, economic and regulatory, and social factors. As such, the nature of management strategy can be well-established to aid stakeholders in developing appropriate I4.0 programs and initiatives.
      Keywords: Industry 4.0; drivers; barriers; intrinsic; extrinsic; literature review
      Citation: International Journal of Technology Management, Vol. 81, No. 3/4 (2019) pp. 210 - 257
      PubDate: 2020-02-24T23:20:50-05:00
      DOI: 10.1504/IJTM.2019.105310
      Issue No: Vol. 81, No. 3/4 (2020)
       
  • Commonality opportunity search in industrial product portfolios
    • Authors: Jakub Kwapisz, Virginia Infante, Bruce G. Cameron
      Pages: 258 - 273
      Abstract: Development of product platforms, modules and common components is recognised in both industry and academia as a means of meeting changing customer needs within reasonable cost and time parameters. Identifying candidate parts to make common across different product portfolios is a complex task. This paper investigates current issues of product platform and modularity development, and focuses on searching for commonality opportunities. The concept of a commonality opportunity search algorithm (COSA) is introduced as a methodology to quickly identify cost efficient commonality opportunities. COSA streamlines the process of searching thousands of parts in company databases to determine common bases and individual parts differentiation based on available data. The analysed data was collected from numerous departments, which allows for nominating commonality opportunities based on global company strategy rather than on the needs of any individual department. An industrial example is presented to illustrate the feasibility and potential of the proposed methodology.
      Keywords: commonality; product platform; modularity; product portfolio; component sharing; part reuse; search algorithm; product development; variety management; duplicate detection; industrial database analysis; management of knowledge; component innovation; design strate
      Citation: International Journal of Technology Management, Vol. 81, No. 3/4 (2019) pp. 258 - 273
      PubDate: 2020-02-24T23:20:50-05:00
      DOI: 10.1504/IJTM.2019.105318
      Issue No: Vol. 81, No. 3/4 (2020)
       
 
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