Identifying the origins of innovation and project management, this unique Handbook explains why and how the two fields have grown and developed as separate disciplines, highlighting how and why they are now converging. It explores the theoretical and practical connections between the management of innovation and projects, examining the close relationship between the disciplines. Chapters introduce new research examining how organisations manage innovative projects to compete in global markets and tackle some of the immense economic, social and environmental challenges facing societies in the 21st century. Leading scholars in the field examine the management of innovative projects in various forms and across diverse contexts, including R&D, new product development, agile, collaboration, trust and ambidexterity. The Handbook outlines efforts to cross-fertilise ideas from innovation and project management, share and create new concepts, and borrow theories from other disciplines to assist empirical research and develop a more integrated research agenda, offering practical guidance on how to manage innovative projects in real-world settings. Comprehensive and invaluable, this Handbook is a critical read for innovation management and project management scholars and students. Practitioners in both fields interested in developing their professional skills and acquiring thought leadership in a converging field will also benefit greatly from reading this.

Project Selection Under Uncertainty is the result of a five-year research program on the selection of projects in New Product Development (NPD). Choosing the New Product Development portfolio is of critical importance in today's business environment. The NPD portfolio has considerable strategic effect on the "middle term" success of a business. This book takes a step in developing a theory that addresses the need for quantitative prioritization criteria within the broader strategic context of the R&D portfolios. Its foundation lies in mathematical theory of resource-constrained optimization with the goal to maximize quantitative returns. The book seeks to broaden the portfolio discussion in two ways. First, simplified models - appropriate for the data-poor NPD context - are developed, which attempt to illuminate the structure of the choice problem and robust qualitative rules of thumb, rather than detailed algorithmic decision support. Such robust rules can be applied in the R&D environment of poor data availability. Second, the annual portfolio review is not the only important choice in resource allocation. In addition, the book discusses how ideas might be pre-screened as they emerge, and how projects should be prioritized once they are funded and ongoing.

What does "excellent manufacturing management" mean? Management texts to date have emphasized that it is, above methods such as SPC or TQM, a matter of "intangibles" and "culture." This book takes the myth out of management excellence; it can be learned and practiced. First, manage the three core processes, strategy deployment, product and process development, and the supply chain. And secondly, pay attention to the dimension of management quality, direction setting, integration and delegation, communication, participation, measurement, and employee development. This book explains management quality and demonstrates how it is implemented, with ten plant tours through world-class factories from different industries.

"He who stops getting better has stopped being good. " Hans Schneider, General Manager of the Siemens Amberg Electronics Factory, Industrial Excellence Award overall winner 2007 There is a general perception that inflexible labor markets and high labor costs are contributing to a massive displacement of manufacturing jobs and investment from Western Europe to Eastern Europe and Asia. The debate in Western Europe is highly charged, but sometimes ill-informed. It is true that some low-skilled jobs are moving into low labor cost countries. On the other hand, many more highly skilled jobs are actually being created in the highly developed countries. The total impact on Western economies is much more complicated, and there is some evidence of important benefits. In this book, we showcase examples of excellent industrial management that has managed to create substantial job growth in manufacturing. This book is based on 14 years' observation of the Industrial Excellence Award (IEA) in Germany and France, the first ten years of which we summarized in our previous book, Industrial Excellence (Springer 2003), and on an additional five years of obser- tion between 2002 and 2007. We have seen that management's first and noble responsibility to society is to achieve competitiveness. Competitive organizations create growth and jobs, even in Western Europe. Competitiveness requires clearly articulated strategic positioning, together with excellent execution, and mobili- tion of all employees to apply their abilities and to pull in one direction.

"He who stops getting better has stopped being good. " Hans Schneider, General Manager of the Siemens Amberg Electronics Factory, Industrial Excellence Award overall winner 2007 There is a general perception that inflexible labor markets and high labor costs are contributing to a massive displacement of manufacturing jobs and investment from Western Europe to Eastern Europe and Asia. The debate in Western Europe is highly charged, but sometimes ill-informed. It is true that some low-skilled jobs are moving into low labor cost countries. On the other hand, many more highly skilled jobs are actually being created in the highly developed countries. The total impact on Western economies is much more complicated, and there is some evidence of important benefits. In this book, we showcase examples of excellent industrial management that has managed to create substantial job growth in manufacturing. This book is based on 14 years' observation of the Industrial Excellence Award (IEA) in Germany and France, the first ten years of which we summarized in our previous book, Industrial Excellence (Springer 2003), and on an additional five years of obser- tion between 2002 and 2007. We have seen that management's first and noble responsibility to society is to achieve competitiveness. Competitive organizations create growth and jobs, even in Western Europe. Competitiveness requires clearly articulated strategic positioning, together with excellent execution, and mobili- tion of all employees to apply their abilities and to pull in one direction.

In spite of significant scientific progress in recent years, the aetiopathogenesis of chronic inflammatory bowel diseases (IBD) remains elusive. With a prevalence of 1: 700 to 1: 500 in central Europe, both diseases are not rare. However, most physicians will generally treat only a few patients with IBD in their clinical practice. Because of this limited experience and the variety of clinical IBD manifestations, IBD patients are frequently treated in specialized tertiary care centres. Nevertheless, IBD patients will also consult less specialized general practitioners, who will not be able to focus extensively on the management of IBD patients due to time constraints.
Physicians who take care of IBD patients have to select among an ever-increasing amount of new scientific information in order to provide optimal and up-to-date care to their patients. In the era of evidence-based medicine it is often under debate whether evidence-based medicine may really improve the management of IBD patients or whether the diversity and complexity of IBD needs an individual and patient-oriented approach.
This book, the proceedings of the Falk Symposium 134 on Trends and Controversies in IBD - Evidence-Based Approach or Individual Management', held in Berlin, Germany, on 12-13 June 2003, critically discusses established and emerging new concepts in the field of IBD. It critically analyzes evidence-based and individual approaches in the management of IBD and discusses these approaches with the help of selected case reports.

Project Selection Under Uncertainty is the result of a five-year research program on the selection of projects in New Product Development (NPD). Choosing the New Product Development portfolio is of critical importance in today's business environment. The NPD portfolio has considerable strategic effect on the "middle term" success of a business.
This book takes a step in developing a theory that addresses the need for quantitative prioritization criteria within the broader strategic context of the R&D portfolios. Its foundation lies in mathematical theory of resource-constrained optimization with the goal to maximize quantitative returns. The book seeks to broaden the portfolio discussion in two ways. First, simplified models - appropriate for the data-poor NPD context - are developed, which attempt to illuminate the structure of the choice problem and robust qualitative rules of thumb, rather than detailed algorithmic decision support. Such robust rules can be applied in the R&D environment of poor data availability. Second, the annual portfolio review is not the only important choice in resource allocation. In addition, the book discusses how ideas might be pre-screened as they emerge, and how projects should be prioritized once they are funded and ongoing.

This book, the proceedings of Falk Symposium No. 104, organized in collaboration with the Society of Mucosal Immunology, and held in Saarbrucken, Germany, March 5-7 1998, is centered around the immunological mechanisms of mucosal protection and their disturbances leading to intestinal inflammation and destruction. This is a rapidly expanding field involving recent knowledge of basic immunology and cell biology as well as clinical observations. The conference and this book summarize very recent data in this field and suggest strategies for future research and clinical applications, and will be of interest to both basic scientists and clinicians.

What does excellent manufacturing management mean? Management texts to date have emphasized that it is, above methods such as SPC or TQM, a matter of "intangibles" and "culture". This book takes the myth out of management excellence; it can be learned and practiced: 1. Manage the four core processes, strategy formulation and deployment, product innovation, process development, and the supply chain, and 2. Pay attention to the seven dimensions of management quality, direction setting, integration, delegation, communication, participation, measurement, and employee development. Thus, we argue that an excellent manufacturing manager can move to a plant in a different industry and become, after an appropriate time to learn its specific technologies, an excellent manufacturing manager there as well. This book explains management quality and demonstrates how it is implemented, with nine plant tours through world-class factories from different industries.

Das Buch beschreibt Fallbeispiele exzellenter Industrieunternehmen, die auf dem Weltmarkt wachsen und Arbeitsplatze in Westeuropa schaffen. Die Beispiele zeigen, wie Managementmethoden diese Unternehmen befahigen, ihre Strategie klar zu definieren und umzusetzen. Es gelingt ihnen - trotz hoher Arbeitskosten und regulatorischer Hemmnisse - eine konkurrenzstarke Position fur sich innerhalb Europas zu schaffen. Allen Unternehmen ist gemein, dass sie ihre Mitarbeiter fordern und mit definierten Methoden hinter einer klaren Strategie vereinen."

Intensivmedizinische Aspekte der Hepatologie und Gastroenterologie werden von Experten aus dem deutschen Sprachraum in Form von kurzen Aoebersichtsarbeiten bzw. in Form kurzer Originalarbeiten prAsentiert. Schwerpunkte sind die hepatische GerinnungsstArung, die Lebertransplantation, die nekrotisierende Pankreatitis sowie DurchfAlle und Reflux beim Intentsivpatienten. Als neue Therapieformen werden die Vasokonstriktorentherapie beim hepatorenalen Syndrom, die Mannittherapie beim Coma hepaticum und die Ascitesdialyse abgehandelt. Der Leser soll damit sein Wissen auf dem Gebiet der hepatologischen und gastroenterologischen Intensivmedizin A1/4berprA1/4fen und auf den letzten Stand der Wissenschaft bringen.

Behavioral Operations Management stems from a long observed gap in operations management on our understanding of human behavior and the emergence of a set of methods that promise the potential of being able to address such behavioral issues. The recent emergence of a set of methods and structured areas of study allow us to analyze behavioral issues within the OM paradigm. The potential of Behavioral Operations Management is a continuation of using rigorous mathematical theory and scientific experimental methods to study a set of phenomena previously unable to be modeled. Behavioral Operations Management starts with a short overview of the field of operations management. The authors define Behavioral OM and overview a number of important relevant behavioral issues including their applications in the existing OM work. Finally, the authors propose new directions for research on these topics.