Refine
Year of publication
- 2009 (189) (remove)
Institute
- Fachbereich Medizintechnik und Technomathematik (73)
- IfB - Institut für Bioengineering (34)
- Fachbereich Elektrotechnik und Informationstechnik (27)
- INB - Institut für Nano- und Biotechnologien (26)
- Fachbereich Luft- und Raumfahrttechnik (19)
- Fachbereich Chemie und Biotechnologie (16)
- Fachbereich Energietechnik (13)
- Solar-Institut Jülich (12)
- Fachbereich Maschinenbau und Mechatronik (9)
- Fachbereich Bauingenieurwesen (6)
Language
- English (189) (remove)
Document Type
- Article (121)
- Conference Proceeding (53)
- Part of a Book (7)
- Book (3)
- Conference: Meeting Abstract (1)
- Doctoral Thesis (1)
- Patent (1)
- Talk (1)
- Working Paper (1)
Keywords
- Papierkunst (3)
- Spacecraft (2)
- Stickstoffmonoxid (2)
- nitric oxide gas (2)
- Adsorption (1)
- Aktionskunst (1)
- Autofluoreszenzverfahren (1)
- Biophoton (1)
- Biosensor (1)
- Blitzschutz (1)
How does the implementation of a next generation network influence a telecommunication company?
(2009)
As the potential of a Next Generation Network (NGN) is recognized, telecommunication companies consider switching to it. Although the implementation of an NGN seems to be merely a modification of the network infrastructure, it may trigger or require changes in the whole company and even influence the company strategy. To capture the effects of NGN we propose a framework based on concepts of business engineering and technical recommendations for the introduction of NGN technology. The specific design of solutions for the layers "Strategy", "Processes" and "Information Systems" as well as their interdependencies are an essential characteristic of the developed framework. We have per-formed a case study on NGN implementation and observed that all layers captured by our framework are influenced by the introduction of an NGN.
Many companies still conduct the worldwide management of people as if neither the external economic nor the internal structure of the firm had changed. The costs of cross-cultural failure, for individuals and their companies, are enormous: personal and family costs; financial, professional and emotional costs; costs to one’s career prospects, to one’s self-esteem, to one’s marriage and family. This scenario describes sufficiently the reason for learning “the art of crossing cultures” (Craig Storti). To this end, this research paper describes an innovative approach of cross-cultural training, following the didactical ideas of Kolb and Fry, the so-called 'experiential learning'.