Business concepts based on modularity: a clinical inquiry into the business of delivering projects
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Åbo
Åbo Akad. Förl.
2005
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Zugl.: Åbo, Univ., Diss., 2005 |
| Beschreibung: | XIII, 189 S. graph. Darst. |
| ISBN: | 9517652941 951765295x |
Internformat
MARC
| LEADER | 00000nam a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV021327300 | ||
| 003 | DE-604 | ||
| 005 | 20130212 | ||
| 007 | t | ||
| 008 | 060208s2005 d||| |||| 00||| eng d | ||
| 020 | |a 9517652941 |9 951-765-294-1 | ||
| 020 | |a 951765295x |9 951-765-295-x | ||
| 035 | |a (OCoLC)444158057 | ||
| 035 | |a (DE-599)BVBBV021327300 | ||
| 040 | |a DE-604 |b ger |e rakwb | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-12 |a DE-29 |a DE-83 | ||
| 080 | |a 005.2 | ||
| 100 | 1 | |a Hellström, Magnus |d 1975- |e Verfasser |0 (DE-588)173822649 |4 aut | |
| 245 | 1 | 0 | |a Business concepts based on modularity |b a clinical inquiry into the business of delivering projects |c Magnus Hellström |
| 264 | 1 | |a Åbo |b Åbo Akad. Förl. |c 2005 | |
| 300 | |a XIII, 189 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Zugl.: Åbo, Univ., Diss., 2005 | ||
| 650 | 7 | |a Management - Strategija |2 ssg | |
| 650 | 7 | |a Poslovni sistemi - Projektno vodenje |2 ssg | |
| 650 | 7 | |a Projektno vodenje |2 ssg | |
| 650 | 0 | 7 | |a Modularprinzip |0 (DE-588)4418693-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Industrieprodukt |0 (DE-588)4161622-4 |2 gnd |9 rswk-swf |
| 689 | 0 | 0 | |a Industrieprodukt |0 (DE-588)4161622-4 |D s |
| 689 | 0 | 1 | |a Modularprinzip |0 (DE-588)4418693-9 |D s |
| 689 | 0 | |5 DE-604 | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014647624&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 940 | 1 | |n oe | |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-014647624 | ||
Datensatz im Suchindex
| _version_ | 1804135138914729984 |
|---|---|
| adam_text | Table of contents
ACKNOWLEDGEMENTS v
LIST OF FIGURES X
LIST OF TABLES XIM
1 INTRODUCTION !
1.1 background trends in the project based industry ]
1.2 Problem formulation and research questions 4
1.3 Aim Expected contribution and potential relevance 7
1.4 Research approach 7
1.5 Bodies of knowledge relevant to the study 14
1.6 Outline of the study 15
2 LITERATURE REVIEW 17
Modularity and product structuring 17
2.1 the concept of modularity 17
2.2 Drivers behind modularity 24
2.3 Principles and methods for modularisation 37
2.4 Modularity and organisational outcomes 42
The nature of project business 47
2.5 What is project business 47
2.6 Product complexity and the management of technology 51
2.7 Production characteristics: The operative environment of projects 53
2.8 Industrial coordination and the project milieu 56
2.9 Characteristics, future and importance of project business markets 60
2.10 Competitive strategies: Systems integration and other business concepts 63
Summary of the theoretical implications 70
3 RESEARCH DESIGN AND METHODS 75
3.1 the clinical research process 75
3.2 methods of data collection and analysis 81
3.3 Interpretation and theory building 86
3.4 Quality criteria for non positivistic research 88
viii
4 CASE DESCRIPTIONS 89
4.1 The ship case 89
4.2 the energy systems case 1 15
5 DISCUSSION 133
5.1 TWO COMPLEMENTARY CASES 133
5.2 What is a good module 135
5.3 HOW MODULARITY CHANGES THE DELIVERY PROCESS 145
6 CONCLUSION 153
6.1 Closing the black box 153
6.2 Theoretical contribution 156
6.3 Practical implications 157
6.4 methodological reflections 1 59
6.5 Future prospects 161
REFERENCES 163
APPENDIX 1: THE EMPRICAL DATA SOURCES 183
ix
List of Figures
Figure 1 1 The product process matrix (adapted from Hayes and Wheelwright, 1979;
as modified in Davis, Aquilano and Chase, 2003) 2
Figure 1 2 The capital goods value stream (from Davies, 2004: 737) 4
Figure 1 3 The action research process (from Susman and Evered, 1978: 588) 12
Figure 2 1 Function and module types in product systems (from Pahl and Beitz,
1996:435) 18
Figure 2 2 Different levels of modularisation in automobiles (from Hsuan, 1999: 200)
24
Figure 2 3 Factors influencing the migration toward/away from product modularity
(from Schilling, 2000: 321) 25
Figure 2 4 An organisational model for delivering integrated solutions (Davies et al,
2003:17; Davies and Hobday, 2005: 242) 67
Figure 2 5 The framework: the product process palette in project business 71
Figure 3 1 The research design of the thesis 76
Figure 3 2 The research process behind the thesis shown as a flow diagram 80
Figure 3 3 The positioning of the participating parties in the DENSY project (for
more information, see Heilstrom et al., 2005) 82
Figure 3 4 An example DSM from a auto engine case (Eppinger, 1997: 203) 85
Figure 4 1 The production process of a ship project (Andritsos and Perez Prat, 2000:
32) 93
Figure 4 2 The information processes of a ship project (Andritsos and Perez Prat,
2000:34) 94
Figure 4 3 Frequency distribution of the priority between modularity drivers (for
more information, see Heilstrom and Wikstrom, 2004) 97
Figure 4 4 Average benefit priority score and average expected improvement (for
more information, see Heilstrom and Wikstrom, 2004) 98
Figure 4 5 Frequency distribution of the sub supplier s perceived role (for more
information, see Heilstrom and Wikstrom, 2004) 100
x
Figure 4 6 Product DSM of ship engine room (for more information, see Wikstrom et
a/., 2005) 102
Figure 4 7 Modular and integrative wholes identified in the engine room (for more
information, see Wikstrom et al., 2005) 103
Figure 4 8 Re structured DSM for the engine room (for more information, see
Wikstrom et al, 2005) 104
Figure 4 9 Product DSM (structural interfaces) of the cabin area 105
Figure 4 10 Process DSM of ship engine room (project design) (for more information,
see Wikstrom et al, 2005) 107
Figure 4 11 Process DSM of ship engine room (basic detail design) (for more
information, see Wikstrom et al, 2005) 108
Figure 4 12 Process DSM of the cabin area (design) 110
Figure 4 13 Process DSM of the cabin area (installation/manufacturing) Ill
Figure 4 14 Process DSM of the theatre area (basic and detail design) (for more
information, see Hellstrom and Westerholm, 2005) 112
Figure 4 15 Process DSM of the theatre area (installation) (for more information, see
Hellstrom and Westerholm, 2005) 113
Figure 4 16 The change of the optimal plant size in power business (Linden, 1997:16)
115
Figure 4 17 A power plant delivery perceived from an integrated product and process
breakdown 119
Figure 4 18 The distribution of the arguments of different players in the value
chain/stream (for more information, see Hellstrom et al, 2005) 120
Figure 4 19 The scope division seen in a product and process breakdown (for more
information, see Hellstrom et al, 2005) 122
Figure 4 20 Product DSM of a boiler based power plant (for more information, see
Gustafsson et al, 2005) 125
Figure 4 21 Re structured product DSM for the boiler plant (for more information, see
Gustafsson et al, 2005) 126
Figure 4 22 A DSM showing the information structure of the design activities in a
power plant project (for more information, see Gustafsson et al, 2005).. 127
Figure 4 23 A DSM showing the information structure of the installation activities in a
power plant project (for more information, see Gustafsson et al., 2005).. 128
xi
Figure 4 24 The delivery seen as a network diagram (for more information, see
Gustafsson et al, 2005; Hellstrom et al., 2005) 130
Figure 4 25 The delivery seen as a GANTJ. chart (for more information, see
Gustafsson et al., 2005; Hellstrom et al., 2005) 131
Figure 5 1 Categorisation of projects according to type of site and objective
(Wikstrom, 2000:15) 134
Figure 5 2 From opposite sides 137
Figure 5 3 Modularity as a basis for customisation in project business 138
Figure 5 4 A framework for the management of modular project deliveries (for more
information, see Hellstrom and Wikstrom, 2005) 147
Figure 5 5 A schematic perception of black boxes using the DSM 148
xii
List of Tables
Table 2 a Advantages of modularity (from Pahl and Beitz, 1996: 447) 31
Table 2 b Disadvantages of modularity (from Pahl and Beitz, 1996: 447 448) 34
Table 2 c Modularity in computers and autos compared (from Sako, 2003: 249) 46
Table 2 d CoPS versus mass production (Hobday, 1998: 699) 50
Table 2 e Comparing seller and buyer perspectives of the project marketing cycle
(Cova and Holstius, 1993: 111) 62
Table 2 f Evolution of project management (Laufer et al., 1996:190) 68
Table 3 a The empirical data of the thesis 78
xiii
|
| adam_txt |
Table of contents
ACKNOWLEDGEMENTS v
LIST OF FIGURES X
LIST OF TABLES XIM
1 INTRODUCTION !
1.1 background trends in the project based industry ]
1.2 Problem formulation and research questions 4
1.3 Aim Expected contribution and potential relevance 7
1.4 Research approach 7
1.5 Bodies of knowledge relevant to the study 14
1.6 Outline of the study 15
2 LITERATURE REVIEW 17
Modularity and product structuring 17
2.1 the concept of modularity 17
2.2 Drivers behind modularity 24
2.3 Principles and methods for modularisation 37
2.4 Modularity and organisational outcomes 42
The nature of project business 47
2.5 What is project business 47
2.6 Product complexity and the management of technology 51
2.7 Production characteristics: The operative environment of projects 53
2.8 Industrial coordination and the project milieu 56
2.9 Characteristics, future and importance of project business markets 60
2.10 Competitive strategies: Systems integration and other business concepts 63
Summary of the theoretical implications 70
3 RESEARCH DESIGN AND METHODS 75
3.1 the clinical research process 75
3.2 methods of data collection and analysis 81
3.3 Interpretation and theory building 86
3.4 Quality criteria for non positivistic research 88
viii
4 CASE DESCRIPTIONS 89
4.1 The ship case 89
4.2 the energy systems case 1 15
5 DISCUSSION 133
5.1 TWO COMPLEMENTARY CASES 133
5.2 What is a 'good module' 135
5.3 HOW MODULARITY CHANGES THE DELIVERY PROCESS 145
6 CONCLUSION 153
6.1 Closing the 'black box' 153
6.2 Theoretical contribution 156
6.3 Practical implications 157
6.4 methodological reflections 1 59
6.5 Future prospects 161
REFERENCES 163
APPENDIX 1: THE EMPRICAL DATA SOURCES 183
ix
List of Figures
Figure 1 1 The product process matrix (adapted from Hayes and Wheelwright, 1979;
as modified in Davis, Aquilano and Chase, 2003) 2
Figure 1 2 The capital goods value stream (from Davies, 2004: 737) 4
Figure 1 3 The action research process (from Susman and Evered, 1978: 588) 12
Figure 2 1 Function and module types in product systems (from Pahl and Beitz,
1996:435) 18
Figure 2 2 Different levels of modularisation in automobiles (from Hsuan, 1999: 200)
24
Figure 2 3 Factors influencing the migration toward/away from product modularity
(from Schilling, 2000: 321) 25
Figure 2 4 An organisational model for delivering integrated solutions (Davies et al,
2003:17; Davies and Hobday, 2005: 242) 67
Figure 2 5 The framework: the product process palette in project business 71
Figure 3 1 The research design of the thesis 76
Figure 3 2 The research process behind the thesis shown as a flow diagram 80
Figure 3 3 The positioning of the participating parties in the DENSY project (for
more information, see Heilstrom et al., 2005) 82
Figure 3 4 An example DSM from a auto engine case (Eppinger, 1997: 203) 85
Figure 4 1 The production process of a ship project (Andritsos and Perez Prat, 2000:
32) 93
Figure 4 2 The information processes of a ship project (Andritsos and Perez Prat,
2000:34) 94
Figure 4 3 Frequency distribution of the priority between modularity drivers (for
more information, see Heilstrom and Wikstrom, 2004) 97
Figure 4 4 Average benefit priority score and average expected improvement (for
more information, see Heilstrom and Wikstrom, 2004) 98
Figure 4 5 Frequency distribution of the sub supplier's perceived role (for more
information, see Heilstrom and Wikstrom, 2004) 100
x
Figure 4 6 Product DSM of ship engine room (for more information, see Wikstrom et
a/., 2005) 102
Figure 4 7 Modular and integrative wholes identified in the engine room (for more
information, see Wikstrom et al., 2005) 103
Figure 4 8 Re structured DSM for the engine room (for more information, see
Wikstrom et al, 2005) 104
Figure 4 9 Product DSM (structural interfaces) of the cabin area 105
Figure 4 10 Process DSM of ship engine room (project design) (for more information,
see Wikstrom et al, 2005) 107
Figure 4 11 Process DSM of ship engine room (basic detail design) (for more
information, see Wikstrom et al, 2005) 108
Figure 4 12 Process DSM of the cabin area (design) 110
Figure 4 13 Process DSM of the cabin area (installation/manufacturing) Ill
Figure 4 14 Process DSM of the theatre area (basic and detail design) (for more
information, see Hellstrom and Westerholm, 2005) 112
Figure 4 15 Process DSM of the theatre area (installation) (for more information, see
Hellstrom and Westerholm, 2005) 113
Figure 4 16 The change of the optimal plant size in power business (Linden, 1997:16)
115
Figure 4 17 A power plant delivery perceived from an integrated product and process
breakdown 119
Figure 4 18 The distribution of the arguments of different players in the value
chain/stream (for more information, see Hellstrom et al, 2005) 120
Figure 4 19 The scope division seen in a product and process breakdown (for more
information, see Hellstrom et al, 2005) 122
Figure 4 20 Product DSM of a boiler based power plant (for more information, see
Gustafsson et al, 2005) 125
Figure 4 21 Re structured product DSM for the boiler plant (for more information, see
Gustafsson et al, 2005) 126
Figure 4 22 A DSM showing the information structure of the design activities in a
power plant project (for more information, see Gustafsson et al, 2005). 127
Figure 4 23 A DSM showing the information structure of the installation activities in a
power plant project (for more information, see Gustafsson et al., 2005). 128
xi
Figure 4 24 The delivery seen as a network diagram (for more information, see
Gustafsson et al, 2005; Hellstrom et al., 2005) 130
Figure 4 25 The delivery seen as a GANTJ. chart (for more information, see
Gustafsson et al., 2005; Hellstrom et al., 2005) 131
Figure 5 1 Categorisation of projects according to type of site and objective
(Wikstrom, 2000:15) 134
Figure 5 2 From opposite sides 137
Figure 5 3 Modularity as a basis for customisation in project business 138
Figure 5 4 A framework for the management of modular project deliveries (for more
information, see Hellstrom and Wikstrom, 2005) 147
Figure 5 5 A schematic perception of "black boxes" using the DSM 148
xii
List of Tables
Table 2 a Advantages of modularity (from Pahl and Beitz, 1996: 447) 31
Table 2 b Disadvantages of modularity (from Pahl and Beitz, 1996: 447 448) 34
Table 2 c Modularity in computers and autos compared (from Sako, 2003: 249) 46
Table 2 d CoPS versus mass production (Hobday, 1998: 699) 50
Table 2 e Comparing seller and buyer perspectives of the project marketing cycle
(Cova and Holstius, 1993: 111) 62
Table 2 f Evolution of project management (Laufer et al., 1996:190) 68
Table 3 a The empirical data of the thesis 78
xiii |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Hellström, Magnus 1975- |
| author_GND | (DE-588)173822649 |
| author_facet | Hellström, Magnus 1975- |
| author_role | aut |
| author_sort | Hellström, Magnus 1975- |
| author_variant | m h mh |
| building | Verbundindex |
| bvnumber | BV021327300 |
| ctrlnum | (OCoLC)444158057 (DE-599)BVBBV021327300 |
| format | Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01596nam a2200409 c 4500</leader><controlfield tag="001">BV021327300</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20130212 </controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">060208s2005 d||| |||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9517652941</subfield><subfield code="9">951-765-294-1</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">951765295x</subfield><subfield code="9">951-765-295-x</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)444158057</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV021327300</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-12</subfield><subfield code="a">DE-29</subfield><subfield code="a">DE-83</subfield></datafield><datafield tag="080" ind1=" " ind2=" "><subfield code="a">005.2</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Hellström, Magnus</subfield><subfield code="d">1975-</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)173822649</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Business concepts based on modularity</subfield><subfield code="b">a clinical inquiry into the business of delivering projects</subfield><subfield code="c">Magnus Hellström</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Åbo</subfield><subfield code="b">Åbo Akad. Förl.</subfield><subfield code="c">2005</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">XIII, 189 S.</subfield><subfield code="b">graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Zugl.: Åbo, Univ., Diss., 2005</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Management - Strategija</subfield><subfield code="2">ssg</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Poslovni sistemi - Projektno vodenje</subfield><subfield code="2">ssg</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Projektno vodenje</subfield><subfield code="2">ssg</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Modularprinzip</subfield><subfield code="0">(DE-588)4418693-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Industrieprodukt</subfield><subfield code="0">(DE-588)4161622-4</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Industrieprodukt</subfield><subfield code="0">(DE-588)4161622-4</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Modularprinzip</subfield><subfield code="0">(DE-588)4418693-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">HBZ Datenaustausch</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014647624&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="940" ind1="1" ind2=" "><subfield code="n">oe</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-014647624</subfield></datafield></record></collection> |
| id | DE-604.BV021327300 |
| illustrated | Illustrated |
| index_date | 2024-07-02T14:00:41Z |
| indexdate | 2024-07-09T20:35:45Z |
| institution | BVB |
| isbn | 9517652941 951765295x |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014647624 |
| oclc_num | 444158057 |
| open_access_boolean | |
| owner | DE-12 DE-29 DE-83 |
| owner_facet | DE-12 DE-29 DE-83 |
| physical | XIII, 189 S. graph. Darst. |
| publishDate | 2005 |
| publishDateSearch | 2005 |
| publishDateSort | 2005 |
| publisher | Åbo Akad. Förl. |
| record_format | marc |
| spelling | Hellström, Magnus 1975- Verfasser (DE-588)173822649 aut Business concepts based on modularity a clinical inquiry into the business of delivering projects Magnus Hellström Åbo Åbo Akad. Förl. 2005 XIII, 189 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Zugl.: Åbo, Univ., Diss., 2005 Management - Strategija ssg Poslovni sistemi - Projektno vodenje ssg Projektno vodenje ssg Modularprinzip (DE-588)4418693-9 gnd rswk-swf Industrieprodukt (DE-588)4161622-4 gnd rswk-swf Industrieprodukt (DE-588)4161622-4 s Modularprinzip (DE-588)4418693-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014647624&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Hellström, Magnus 1975- Business concepts based on modularity a clinical inquiry into the business of delivering projects Management - Strategija ssg Poslovni sistemi - Projektno vodenje ssg Projektno vodenje ssg Modularprinzip (DE-588)4418693-9 gnd Industrieprodukt (DE-588)4161622-4 gnd |
| subject_GND | (DE-588)4418693-9 (DE-588)4161622-4 |
| title | Business concepts based on modularity a clinical inquiry into the business of delivering projects |
| title_auth | Business concepts based on modularity a clinical inquiry into the business of delivering projects |
| title_exact_search | Business concepts based on modularity a clinical inquiry into the business of delivering projects |
| title_exact_search_txtP | Business concepts based on modularity a clinical inquiry into the business of delivering projects |
| title_full | Business concepts based on modularity a clinical inquiry into the business of delivering projects Magnus Hellström |
| title_fullStr | Business concepts based on modularity a clinical inquiry into the business of delivering projects Magnus Hellström |
| title_full_unstemmed | Business concepts based on modularity a clinical inquiry into the business of delivering projects Magnus Hellström |
| title_short | Business concepts based on modularity |
| title_sort | business concepts based on modularity a clinical inquiry into the business of delivering projects |
| title_sub | a clinical inquiry into the business of delivering projects |
| topic | Management - Strategija ssg Poslovni sistemi - Projektno vodenje ssg Projektno vodenje ssg Modularprinzip (DE-588)4418693-9 gnd Industrieprodukt (DE-588)4161622-4 gnd |
| topic_facet | Management - Strategija Poslovni sistemi - Projektno vodenje Projektno vodenje Modularprinzip Industrieprodukt |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014647624&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT hellstrommagnus businessconceptsbasedonmodularityaclinicalinquiryintothebusinessofdeliveringprojects |