508 research outputs found
Course System Architecting for Management
No full textThis article describes the condensed version the course System Architecture by the Center for Technical Training CTT. Trainer is the author of this article Gerrit Muller. At this moment this course is only accessible for Philips Employees
Effects of foreign and domestic innovative partnerships on South African firms:a longitudinal study on innovative partnerships in South Africa
No full textBusiness networks and innovation in South Africa:an exploratory study on innovative partnerships of South African firms
No full textDoes innovation lead to job creation?:a longitudinal study on innovative behaviour and its effect on employment in South African firms
No full textInnovation enchained:two case studies on the innovative behaviour of a firm in the South African civil construction sector
No full textBeheersing van innovatie in samenwerkingsrelaties met toeleveranciers : een onderzoek naar de innovatieprestaties van de supplier base van Philips Medical Systems, Magnetic Resonance
No full textAn extraordinary photograph: Gerrit Rietveld, Mart Stam and El Lissitzky at the Schröder House, 1926
No full textThe Schröder House, designed in 1924 by Gerrit Th. Rietveld (1888-1964) in closecollaboration with the client Truus Schröder-Schräder (1889-1985), has beenphotographed countless times.1 Most of the photographs of this well-knownmonument are architectural photographs, of its exterior or interior. Only a fewof them include one or both of the designers. One such photograph, from 1926,appears in many publications concerning Rietveld or the Schröder House. It is anintriguing shot; but what exactly does it tell us?Heritage & Value
Gerrit Rietveld 's shop designs in the Netherlands from 1922 to 1962
No full textThis essay investigates the shops as well as commercial buildings designed by Gerrit Rietveld in the Netherlands from 1922 to 1962, focusing on the relation between the interior and the exterior in each project. Gaining insight into his contribution to the history of shop designs. This research has been conducted through a combination of literature study, and the archive of Gerrit Rietveld in the Het Nieuwe Instituut in Rotterdam, and provides elaboration on themes as the designs of the shop front, the interior, and the connection between them. These themes are addressed through observation of the images, and drawings in the archive and other resources. The essay also provides a critical view for the role of those shops in history, and their influences on subsequent shop designs after that. AR2A011Architecture, Urbanism and Building Science
Contract en conflict : Strategisch Management van Inkooptransacties
No full textDissertation of the University of Utrecht
The reality of business relations is opposed to the assumptions commonly held by
legal experts on the role of contract law in society, or so Macaulay (see his classic
1963 study) would have us believe. Empirical studies Macaulay conducted in the
United States in the 1950s and 1960s show that business transactions were not
planned down to the last little detail or stipulated in contracts nearly as much
as expected. If there were any problems or differences of opinion, contracts were
rarely used to settle them. Even in the event of significant disputes, legal procedures
were rarely resorted to, and only very few cases were put before a judge.
As time passed though, reservations did arise as to Macaulay’s observations. In
fact ‘The Transformation of American Business Disputing’ (Galanter, Macaulay,
Palay and Rogers 1991), a large-scale research program headed by Macaulay himself,
focused on whether the pattern he had described was still valid a few decades
later. Influenced in part by the increasing volume and complexity of transactions
and growing competition among firms, one might expect (see Galanter, Macaulay,
Palay and Rogers 1991: 18-19) the image of business relations that entail informally
settling important issues over a meal or a drink to have gradually eroded.
The internationalization of economic traffic, and the growing spatial and sociocultural
distance between companies accompanying it are also thought to have led
to a change in the picture described by Macaulay. To an increasing extent, contracts
were thought to be taken seriously in the business world, and disputes were
thought to lead to legal procedures between companies. No matter how plausible
this might seem in the first instance, it was not confirmed by later research in the
field (see Dunworth and Rogers 1996 on the situation in the United States). The
picture presented by Macaulay might still well be valid today (Macaulay 1996, see
also Jettinghoff 2001: 17-18 and 55-58). This is striking in view of the unmistakably
growing opportunities and stimuli for opportunism. Successful long-term
cooperation between companies is no trivial matter (Raub and Tazelaar 2000: 20).
A transaction partner can supply a lower quality or expend less effort than agreed
upon, certainly if the other partner has no easy way of observing or monitoring
it. So despite the stimuli for opportunism, and despite the lack of attention for
detailed contractual planning, how is it possible that parties can nonetheless do
successful business, and jointly solve whatever problems might come up without
the help of contracts or third parties?
In answering this general question in this book, I focus specifically on transactions
between buyers and suppliers. I divide the management of these transactions
into two hypothetical stages, an ex ante stage before the agreement is signed, and
an ex post stage afterwards. Based on this division, I then distinguish three topics,
and examine each of them separately and in conjunction with each other. The
first topic is ex ante management, which is focused on preventing problems and
designing damage control measures if they do occur. Regardless of all the planning
input, in practice there can still be problems after an agreement is signed. The
second topic is thus the performance of the supplier. I consider the extent to which
there are problems in implementing the agreement. The third topic has to do with
what happens after problems occur in the implementation of the agreement, and
pertains to how problems are dealt with. The question on ex post management
plays a central role here: How are problems dealt with, and what is done to reduce
the damage?
Transaction Management in Purchasing Transactions: A Vignette Experiment
No full textPurchase managers of Dutch companies are asked to answer questions about hypothetical transactions. The description of the transactions incorporates information about characteristics such as price and
importance, but also about the relationship of the buyer with the supplier. Questions that had to be answered by the purchase managers included questions about the extent to which buyers would negotiate about the terms of the transactions and questions about arrangements they want to include in a formal contract for the given transaction.
40 purchase managers participating leading to a total of 350 vignettes on which there were answers.
The results have been reported in several publications that can be found in the README-file
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