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Non-discrete ant colony optimisation (NdACO) to optimise the development cycle time and cost in overlapped product development
16 references·1 citing·35 second hop
Non-discrete ant colony optimisation (NdACO) to optimise the development cycle time and cost in overlapped product development (2011)Non-discrete ant colony optimisation (NdA…A Simulation-Based Process Model for Managing Complex Design Projects (2005)A Simulation-Based Process Mo…Modeling impacts of process architecture on cost and schedule risk in product development (2002)Modeling impacts of process a…Exchanging Preliminary Information in Concurrent Engineering: Alternative Coordination Strategies (2002)Exchanging Preliminary Inform…Time-Cost Trade-Offs in Overlapped Product Development (2000)Time-Cost Trade-Offs in Overl…Performance and time to market: accelerating cycle time with overlapping stages (2000)Performance and time to marke…Measuring the Effectiveness of Overlapping Development Activities (1999)Measuring the Effectiveness o…Communication and Uncertainty in Concurrent Engineering (1998)Communication and Uncertainty…Developing Products in Half the Time: New Rules, New Tools (1997)Developing Products in Half t…A Model-Based Framework to Overlap Product Development Activities (1997)A Model-Based Framework to Ov…Optimal Timing of Reviews in Concurrent Design for Manufacturability (1995)Optimal Timing of Reviews in …Revolutionizing product development (1993)Revolutionizing product devel…Revolutionizing product development (1992)Revolutionizing product devel…Time-based competition: the next battleground in American manufacturing (1991)Time-based competition: the n…Product development performance: strategy, organization, and management in the world auto industry (1991)Product development performan…The new new product development game (1986)The new new product developme…Managing the New Product Development Process: How Japanese Companies Learn and Unlearn (1985)Managing the New Product Deve…Multiple order-up-to policy for mitigating bullwhip effect in supply chain network (2017)Multiple order-up-to policy f…A model-based method for organizing tasks in product development (1994)Identifying Controlling Features of Engineering Design Iteration (1997)Developing Products on “Internet Time”: The Anatomy of a Flexible Development Process (2001)The scope and governance of international R&D alliances (2004)Building Theories from Case Study Research (1989)The Knowledge-Creating Company (1998)Problem–Solving Oscillations in Complex Engineering Projects (2003)Technology‐Based New Product Development Partnerships* (2006)Qualitative Data Analysis (2008)Why projects fail? How contingency theory can provide new insights – A comparative analysis of NASA’s Mars Climate Orbiter loss (2009)Design Rules (2000)Applying the design structure matrix to system decomposition and integration problems: a review and new directions (2001)Predicting Change Propagation in Complex Design (2001)Defining uncertainty in projects – a new perspective (2007)Design Structure Matrix Extensions and Innovations: A Survey and New Opportunities (2015)Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry (1995)Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study (2004)Towards a sustainable fashion retail supply chain in Europe: Organisation and performance (2008)Dynamic capabilities and strategic management (1997)The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits (1999)Dynamic capabilities: what are they? (2000)Task partitioning: An innovation process variable (1990)Designing Information Technology to Support Distributed Cognition (1994)FROM CHIMNEYS TO CROSS-FUNCTIONAL TEAMS: DEVELOPING AND VALIDATING A DIAGNOSTIC MODEL. (1996)An exploratory study of the nature of cumulative capabilities (2004)Reverse Supply Chains for Commercial Returns (2004)Time Value of Commercial Product Returns (2006)A Dynamic Theory of Organizational Knowledge Creation (1994)A Natural-Resource-Based View of the Firm (1995)Digital transformation: A multidisciplinary reflection and research agenda (2019)Research Note: How Valuable are Organizational Capabilities? (1994)The Impact of Market Knowledge Competence on New Product Advantage: Conceptualization and Empirical Examination (1998)Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation (2008)Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration (1996)A critical look at technological innovation typology and innovativeness terminology: a literature review (2002)
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References

  • 1991Product development performance: strategy, organization, and management in the world auto industry2,389 cited
  • 1986The new new product development game1,619 cited
  • 1992Revolutionizing product development1,079 cited
  • 1997A Model-Based Framework to Overlap Product Development Activities605 cited
  • 1993Revolutionizing product development571 cited
  • 1985Managing the New Product Development Process: How Japanese Companies Learn and Unlearn499 cited
  • 2002Modeling impacts of process architecture on cost and schedule risk in product development488 cited
  • 1991Time-based competition: the next battleground in American manufacturing359 cited
  • 1998Communication and Uncertainty in Concurrent Engineering352 cited
  • 2002Exchanging Preliminary Information in Concurrent Engineering: Alternative Coordination Strategies300 cited
  • 2005A Simulation-Based Process Model for Managing Complex Design Projects293 cited
  • 1997Developing Products in Half the Time: New Rules, New Tools291 cited
  • 1999Measuring the Effectiveness of Overlapping Development Activities229 cited
  • 1995Optimal Timing of Reviews in Concurrent Design for Manufacturability193 cited
  • 2000Time-Cost Trade-Offs in Overlapped Product Development

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157 cited
  • 2000Performance and time to market: accelerating cycle time with overlapping stages132 cited
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    • 2017Multiple order-up-to policy for mitigating bullwhip effect in supply chain network20 cited