This article discusses the importance of collaboration with suppliers and partners during research and development (R&D) technology projects. It details how this can be accomplished using the collaborative enterprise governance (CEG) concept to manage a technology project. CEG is based on the premise that parts of companies work with parts of other companies, which are reconfigured on dynamic bases according to a variety of different internal and external factors. This article presents an overview of the founding literature, the CEG and its methodology, and examples based at Jaguar Land Rover in the UK. CEG has been used here to explain why some technology projects have succeeded while others have done less well. This article concludes by offering new propositions, inducted through grounded theory, relating to the successful management of R&D projects, which should be picked up by future research studies in the area.
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机译:本文讨论了在研发(R&D)技术项目期间与供应商和合作伙伴进行协作的重要性。它详细说明了如何使用协作式企业治理(CEG)概念来管理技术项目来实现这一目标。 CEG基于以下前提:公司的某些部分与其他公司的部分进行合作,这些公司根据各种不同的内部和外部因素在动态的基础上进行了重新配置。本文概述了创始文献,CEG及其方法,并以英国的Jaguar Land Rover为例。这里使用CEG来解释为什么某些技术项目成功了而另一些却做得不好的原因。本文最后提出了一些新的主张,这些主张是通过扎根理论得出的,与成功进行R&D项目管理有关,应该在该领域的未来研究中加以借鉴。
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