1,721,242 research outputs found
Le métabolisme affirmé par Morgagni vers 1700 : G. Spina, in Bull. et Mémoires de la Soc. Internationale d'Histoire de la médecine, 1956
No full textSpina G. Le métabolisme affirmé par Morgagni vers 1700 : G. Spina, in Bull. et Mémoires de la Soc. Internationale d'Histoire de la médecine, 1956. In: Revue d'histoire de la pharmacie, 45ᵉ année, n°154, 1957. p. 141
The implementation process of customer-suppliers partnership: lessons from a clinical perspective
No full textExplores the implementation process of the customer-supplier partnership in the machinery industry. Aims to assess the dynamic impacts on performance of various practices that are generally regarded as typical of a customer-supplier partnership. Also, investigates internal consistency of various practices and possible path dependencies. Shows, in the case of single sourcing, the complementarity and the synergistic effects of co-design, sharing production plans, dedicating up-stream capacity and assuring down-stream demand. Finds the key role of a complete performance control system to monitor delivery, quality and cost performance, even when tight control over suppliers might be regarded as less crucial due to trust and long-termism. Discusses the issue of dedicated EDI assets and shows that, at least in some cases, delaying investments might significantly reduce risks of sunk cost for both partners. Shows that, while some players on both sides of the relationship perceive the relationship as a "win-win" situation, others play a "zero sum game"
Editorial
No full textManufacturers and organisations of all kinds are re-thinking how they operate as they strive to compete in today’s rapidly changing global, business environment. Increasingly, companies are deciding to join networks and to establish various forms of co-operation in order to gain access to information, skills and capabilities that can be combined and exploited successfully in the marketplace. This trend challenges the traditional models of operations management which tend to focus on individual companies. The concept of Supply Chain Management (SCM) has emerged to indicate a process-oriented, inter-organisational approach to procuring, manufacturing and delivering both products and services. The co-ordination and integration of decision making within such activities has been identified as a main element in cost reduction but customer services are kept and even enhanced, i.e. there is a shift in the classical trade-offs between costs and services.
Nowadays, under the pressure of global marketplaces and the impetus and stimulation offered by internet and IT opportunities, the concept of SCM has enriched its content and enlarged its borders, evolving from its role as merely a logistics perspective. SCM is now making itself felt within several inter-organisational business processes, such as customer relationship management, demand management, order fulfilment, product development and commercialisation and so on, and has become a strategic concept and the paradigm of various business models in the emerging web economy
A model of co-design relationships: definitions and contingencies
No full textIn the ever more turbulent business environment firms concentrate on their core capabilities and resort to suppliers as sources of complementary know-how. In other words they tend to co-design their products. This paper shows that co-design may occur in different forms and that success of supplier involvement in product development mainly depends on the proper choice of the type of relationship according to the contingencies to be dealt with. In particular, by adopting a problem solving perspective and a case study approach, we have identified four different approaches to co-design, depending on the type of knowledge transferred from the supplier to the customer (product knowledge or process knowledge) and the degree of interaction between the partners. In this latter regard, a co-design relationship may occur with a loose interaction (when the customer defines the component specifications and the supplier designs the solution that better fits those specifications) or a tight interaction (when the problem solving process is not split between the partners). The paper shows that the choice between a joint or split co-design approach depends on two context factors: the uncertainty of the design endeavour (i.e., the novelty of the component to be developed and the turbulence of the environment) and the relational capabilities (i.e., the capabilities to manage the information flows occurring between the two patterns)
Condividere il sapere scientifico: strategie e opportunità dell’Open Access.
No full textDopo una breve ricostruzione della storia dell'open access, se ne presentano i vantaggi e si analizzano le diverse modalità e strategie di pubblicazione dei prodotti della ricerca scientifica
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Environmental contingencies and sourcing choices: the evolution of Italian eyewear district
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