Kim E van Oorschot
Sitert av
Sitert av
Relevance assumed: a case study of balanced scorecard development using system dynamics
HA Akkermans, KE Van Oorschot
Journal of the Operational Research Society 56 (8), 931-941, 2005
Using knowledge of construction and project management for automated schedule updating
R Levitt
Project Management Journal, 57-76, 1985
Anatomy of a decision trap in complex new product development projects
KE Van Oorschot, H Akkermans, K Sengupta, LN Van Wassenhove
Academy of Management Journal 56 (1), 285-307, 2013
Get Fat Fast: Surviving Stage‐Gate® in NPD
K Van Oorschot, K Sengupta, H Akkermans, L Van Wassenhove
Journal of Product Innovation Management 27 (6), 828-839, 2010
Getting trapped in the suppression of exploration: A simulation model
B Walrave, KE van Oorschot, AGL Romme
Journal of Management Studies 48 (8), 1727-1751, 2011
Cultural barriers to the use of Western project management in Chinese enterprises: Some empirical evidence from Yunnan province
X Wang, L Liu
Project Management Journal 38 (3), 61-73, 2007
Don't trust trust: A dynamic approach to controlling supplier involvement in new product development
LPM Smets, KE Van Oorschot, F Langerak
Journal of Product Innovation Management 30 (6), 1145-1158, 2013
Strategic and cultural misalignment: Knowledge sharing barriers in project networks
H Solli-Sæther, JT Karlsen, K van Oorschot
Project Management Journal 46 (3), 49-60, 2015
Public and health professionals’ misconceptions about the dynamics of body weight gain/loss
T Abdel‐Hamid, F Ankel, M Battle‐Fisher, B Gibson, G Gonzalez‐Parra, ...
System dynamics review 30 (1-2), 58-74, 2014
Dynamics of agile software development
KE Van Oorschot, K Sengupta, L van Wassenhove
Proc. Int’l Conf. of the System Dynamics Society 2009, 2009
Field studies into the dynamics of product development tasks
KE Van Oorschot, JWM Bertrand, CG Rutte
International Journal of Operations & Production Management, 2005
Cooperating to commercialize technology: A dynamic model of fairness perceptions, experience, and cooperation
E Van Burg, KE Van Oorschot
Production and Operations Management 22 (6), 1336-1355, 2013
Escalation, de‐escalation, or reformulation: Effective interventions in delayed NPD projects
KE van Oorschot, F Langerak, K Sengupta
Journal of Product Innovation Management 28 (6), 848-867, 2011
Managerial attention to exploitation versus exploration: toward a dynamic perspective on ambidexterity
B Walrave, AGL Romme, KE van Oorschot, F Langerak
Industrial and Corporate Change 26 (6), 1145-1160, 2017
Pilot error? Managerial decision biases as explanation for disruptions in aircraft development
H Akkermans, KE van Oorschot
Project Management Journal 47 (2), 79-102, 2016
Measuring the knowns to manage the unknown: How to choose the gate timing strategy in NPD projects
K Van Oorschot, K Eling, F Langerak
Journal of Product Innovation Management 35 (2), 164-183, 2018
How to counteract the suppression of exploration in publicly traded corporations
B Walrave, KE Van Oorschot, AGL Romme
R&D Management 45 (5), 458-473, 2015
Under pressure: The effects of iteration lengths on Agile software development performance
KE van Oorschot, K Sengupta, LN Van Wassenhove
Project Management Journal 49 (6), 78-102, 2018
Analyzing NPD projects from an operational control perspective.
KE van Oorschot
The Use of Expert Power as an Emerging Influence Style Within Successful US Matrix Organizations
CG Worley, CJ Teplitz
Project Management Institute, 1993
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