Z. Dann

Liverpool John Moores University, Liverpool, England, United Kingdom

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Publications (8)0.49 Total impact

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    ABSTRACT: This article uses e-business-based SME clusters as a model to explore the issues of collaboration in virtual organisations. It discusses the key issues of e-business for SMEs and how they approach working in partnerships and networks. The role of core competence knowledge equivalency across the partnership is assessed and examined. The influences of knowledge, power and trust on virtual organisations are examined both theoretically and via a major case study with 25 SMEs. Lessons for promoting SME virtual organisations are drawn together with specific recommendations for successful e-business-based partnerships.
    IJNVO. 01/2006; 3:42-59.
  • Source
    Zoë Dann, Ian Barclay
    6th European Conference on Knowledge Management, September 8-9, 2005, University of Limerick, Ireland; 01/2005
  • Proceedings of The Institution of Mechanical Engineers Part B-journal of Engineering Manufacture - PROC INST MECH ENG B-J ENG MA. 01/2001; 215(6):857-869.
  • I. Barclay, Z. Dann
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    ABSTRACT: Companies are constantly striving to improve the performance of their new product development activities and process. One approach adopted is that of comparing current practice with that of another company. A major problem with this is finding similar products which are not direct competitors. The paper describes an attempt to produce an evaluation taxonomy and framework to enable comparisons to be made between apparently dissimilar products. This framework is based on a product's complexities (structural and market), its newness (to the company and the market) and related commercial constraints. By adopting this approach, it is hoped that `like with like' comparisons may be made between products which are dissimilar in form. This would then avoid the problems of competitive rivalry excluding comparative evaluation and assessment. The theoretical and practical development of various measures of product complexity, newness, commercial constraints and other influencing factors is described. An assessment tool and methodology (ATM) is described which uses these measures to evaluate the product development activities and process performance of a company. The various ways in which the ATM may be used are explained. Significant findings relating to success in product development are shown from the initial results comparing successful product developments from a variety of companies
    IEE Proceedings - Science Measurement and Technology 04/2000; · 0.49 Impact Factor
  • Ian Barclay, Zoe Dann
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    ABSTRACT: The desire to improve the performance of their new product development activities and process is firmly established within companies. This paper describes an attempt to produce an evaluation taxonomy and framework to enable comparisons to assess their NPD performance and the factors leading to success. This framework is based on a product's complexities (structural and functional) and related factors and commercial constraints. In particular, it looks at the management and organisational factors involved in NPD and how these may be enhanced to increase NPD success rates. These factors were investigated during a three-year Engineering and Physi cal Sciences Research Council (EPSRC) funded research programme. The outcome of this research programme is the Assessment Tool and Methodology (ATM) which evaluates a company's NPD activities and process performance. The various ways in which the ATM may be used are explained.Significant findings relating to success in product development are shown from the initial results comparing successful product devel opments from a variety of companies. Also described are the results of a survey of company based NPD performance improvement ap proaches and the related NPD performance measurement systems and metrics being used. The results from the use of the ATM with Japanese companies within Japan are also included as a comparison.
    Concurrent Engineering Research and Applications 01/2000; 8(2):115-132.
  • H. Sharifi, Z. Dann
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    ABSTRACT: Not Available
    Responsiveness in Manufacturing (Digest No. 1998/213), IEE; 03/1998
  • [Show abstract] [Hide abstract]
    ABSTRACT: The changing nature of the global competitive environment is bringing with it significant changes to both the internal and external activities of companies. One of the key competitiveness drivers of the new environment is a company's degree of “agility” or responsiveness. The need to retain and concentrate on core competencies means that many needed activities have to be resourced externally, in dispersed locations. The way in which these internal and external resources are accessed and managed is a key component in defining a company's responsiveness capability. This paper addresses the concept of an organisation's responsiveness capability, how it can be modelled for practical purposes and addresses the roles the virtual enterprise and IT in improving overall responsiveness
    Engineering and Technology Management, 1996. IEMC 96. Proceedings., International Conference on; 09/1996
  • Zoe Dann, Alison Bettley
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    ABSTRACT: Tacit knowledge – subjective and often largely uncodifiable – represents a critical asset for many organisations. Its effective management is crucial to ensure successful organisational improvement, innovation and change. Yet it is considered to be one of the most difficult areas to manage not least because it depends on myriad planned and unplanned inter-personal interactions. Tacit knowledge transfer is typically not proactively managed by organisations – it is either not recognized as important, or left to chance, a serendipitous by-product of more formally managed activities. Thereby a critical resource with huge untapped potential to improve, even transform, a business is neglected. While the knowledge management literature contains frequent reference to tacit knowledge transfer practices and their importance, there has to date been little attempt to collate these findings and provide theoretically-based guidance to oganizations seeking to design effective relevant tacit knowledge processes into their innovation and improvement activities. This paper first discusses the process of tacit knowledge transfer and the range of mechanisms used to support it. The theoretical framework adopts a model that distinguishes four types of development project based on the application of complexity theory: linear, recursive, CAS and chaotic. These are related to the level of innovation and uncertainty in the environment. The NPD process is considered in terms of three stages: concept, development, and post development review. Tacit knowledge transfer emphasis is mapped onto each of the four models and the interplay with explicit codified processes explored. There are significant implications for managers and organisations. Further research work is proposed to validate and refine the model.