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Revised version, May 2013. QUESTIONS ANSWERED - How can an engineering driven company develop a market based strategy? - Why develop a strategy if environment and opportunities change faster than that strategy can be executed? - How can opportunities be chased if resources are not available to address them rapidly? - How can resources be built and opportunities pursued if the weight of matrix organizations crushes initiative? KEY RELATIONSHIPS CLARIFIED - Higher Tech vs Lower Tech business environments? - Market Orientation vs Learning? - Learning vs Knowledge Management? - Learning vs Core Competencies - Core Competencies vs Technology? - Management vs Leadership? - Values vs Products? TARGET AUDIENCE - Graduate students and professors in Technology Management, Technology MBA, Executive MBA, Knowledge Management, Innovation Management and Industrial Relations/Strategic Human Resources Management study programs; - High Tech companies CTOs, Directors in Strategic Marketing, Human Resources, and Engineering departments - Venture Capitalists - Consultants in strategic management, technology strategy, leadership, and/or organizational learning WHO SHOULD BUY THIS BOOK - Managers, Senior Managers, and General Managers in High Tech firms who wish to understand the key concepts of Management of Technology, and see how each of these concepts is successfully applied in industry; - Students and professors who want to understand how the various fields of research in Management of Technology programs are interconnected to each others to form a useful, integrated view of strategic management in a High Tech firm; BOOKS SPECIFICATIONS - A simple, comprehensive view of technology management that draws on real life examples, and integrates over 400 books and articles on the subject; - Concrete examples taken from over 120 High Tech companies and organisations, including Cisco Systems, Hewlett-Packard, Harris Corporation, General Electric, IBM, Shell, Sony, Honda, and IDEO; - A text

Revised version, May 2013. QUESTIONS ANSWERED - How can an engineering driven company develop a market based strategy? - Why develop a strategy if environment and opportunities change faster than that strategy can be executed? - How can opportunities be chased if resources are not available to address them rapidly? - How can resources be built and opportunities pursued if the weight of matrix organizations crushes initiative? KEY RELATIONSHIPS CLARIFIED - Higher Tech vs Lower Tech business environments? - Market Orientation vs Learning? - Learning vs Knowledge Management? - Learning vs Core Competencies - Core Competencies vs Technology? - Management vs Leadership? - Values vs Products? TARGET AUDIENCE - Graduate students and professors in Technology Management, Technology MBA, Executive MBA, Knowledge Management, Innovation Management and Industrial Relations/Strategic Human Resources Management study programs; - High Tech companies CTOs, Directors in Strategic Marketing, Human Resources, and Engineering departments - Venture Capitalists - Consultants in strategic management, technology strategy, leadership, and/or organizational learning WHO SHOULD BUY THIS BOOK - Managers, Senior Managers, and General Managers in High Tech firms who wish to understand the key concepts of Management of Technology, and see how each of these concepts is successfully applied in industry; - Students and professors who want to understand how the various fields of research in Management of Technology programs are interconnected to each others to form a useful, integrated view of strategic management in a High Tech firm; BOOKS SPECIFICATIONS - A simple, comprehensive view of technology management that draws on real life examples, and integrates over 400 books and articles on the subject; - Concrete examples taken from over 120 High Tech companies and organisations, including Cisco Systems, Hewlett-Packard, Harris Corporation, General Electric, IBM, Shell, Sony, Honda, and IDEO; - A text

Revised version, May 2013. QUESTIONS ANSWERED - How can an engineering driven company develop a market based strategy? - Why develop a strategy if environment and opportunities change faster than that strategy can be executed? - How can opportunities be chased if resources are not available to address them rapidly? - How can resources be built and opportunities pursued if the weight of matrix organizations crushes initiative? KEY RELATIONSHIPS CLARIFIED - Higher Tech vs Lower Tech business environments? - Market Orientation vs Learning? - Learning vs Knowledge Management? - Learning vs Core Competencies - Core Competencies vs Technology? - Management vs Leadership? - Values vs Products? TARGET AUDIENCE - Graduate students and professors in Technology Management, Technology MBA, Executive MBA, Knowledge Management, Innovation Management and Industrial Relations/Strategic Human Resources Management study programs; - High Tech companies CTOs, Directors in Strategic Marketing, Human Resources, and Engineering departments - Venture Capitalists - Consultants in strategic management, technology strategy, leadership, and/or organizational learning WHO SHOULD BUY THIS BOOK - Managers, Senior Managers, and General Managers in High Tech firms who wish to understand the key concepts of Management of Technology, and see how each of these concepts is successfully applied in industry; - Students and professors who want to understand how the various fields of research in Management of Technology programs are interconnected to each others to form a useful, integrated view of strategic management in a High Tech firm; BOOKS SPECIFICATIONS - A simple, comprehensive view of technology management that draws on real life examples, and integrates over 400 books and articles on the subject; - Concrete examples taken from over 120 High Tech companies and organisations, including Cisco Systems, Hewlett-Packard, Harris Corporation, General Electric, IBM, Shell, Sony, Honda, and IDEO; - A text

Revised version, May 2013. QUESTIONS ANSWERED - How can an engineering driven company develop a market based strategy? - Why develop a strategy if environment and opportunities change faster than that strategy can be executed? - How can opportunities be chased if resources are not available to address them rapidly? - How can resources be built and opportunities pursued if the weight of matrix organizations crushes initiative? KEY RELATIONSHIPS CLARIFIED - Higher Tech vs Lower Tech business environments? - Market Orientation vs Learning? - Learning vs Knowledge Management? - Learning vs Core Competencies - Core Competencies vs Technology? - Management vs Leadership? - Values vs Products? TARGET AUDIENCE - Graduate students and professors in Technology Management, Technology MBA, Executive MBA, Knowledge Management, Innovation Management and Industrial Relations/Strategic Human Resources Management study programs; - High Tech companies CTOs, Directors in Strategic Marketing, Human Resources, and Engineering departments - Venture Capitalists - Consultants in strategic management, technology strategy, leadership, and/or organizational learning WHO SHOULD BUY THIS BOOK - Managers, Senior Managers, and General Managers in High Tech firms who wish to understand the key concepts of Management of Technology, and see how each of these concepts is successfully applied in industry; - Students and professors who want to understand how the various fields of research in Management of Technology programs are interconnected to each others to form a useful, integrated view of strategic management in a High Tech firm; BOOKS SPECIFICATIONS - A simple, comprehensive view of technology management that draws on real life examples, and integrates over 400 books and articles on the subject; - Concrete examples taken from over 120 High Tech companies and organisations, including Cisco Systems, Hewlett-Packard, Harris Corporation, General Electric, IBM, Shell, Sony, Honda, and IDEO; - A text

Revised version, May 2013. QUESTIONS ANSWERED - How can an engineering driven company develop a market based strategy? - Why develop a strategy if environment and opportunities change faster than that strategy can be executed? - How can opportunities be chased if resources are not available to address them rapidly? - How can resources be built and opportunities pursued if the weight of matrix organizations crushes initiative? KEY RELATIONSHIPS CLARIFIED - Higher Tech vs Lower Tech business environments? - Market Orientation vs Learning? - Learning vs Knowledge Management? - Learning vs Core Competencies - Core Competencies vs Technology? - Management vs Leadership? - Values vs Products? TARGET AUDIENCE - Graduate students and professors in Technology Management, Technology MBA, Executive MBA, Knowledge Management, Innovation Management and Industrial Relations/Strategic Human Resources Management study programs; - High Tech companies CTOs, Directors in Strategic Marketing, Human Resources, and Engineering departments - Venture Capitalists - Consultants in strategic management, technology strategy, leadership, and/or organizational learning WHO SHOULD BUY THIS BOOK - Managers, Senior Managers, and General Managers in High Tech firms who wish to understand the key concepts of Management of Technology, and see how each of these concepts is successfully applied in industry; - Students and professors who want to understand how the various fields of research in Management of Technology programs are interconnected to each others to form a useful, integrated view of strategic management in a High Tech firm; BOOKS SPECIFICATIONS - A simple, comprehensive view of technology management that draws on real life examples, and integrates over 400 books and articles on the subject; - Concrete examples taken from over 120 High Tech companies and organisations, including Cisco Systems, Hewlett-Packard, Harris Corporation, General Electric, IBM, Shell, Sony, Honda, and IDEO; - A text

Chaotic synchronization performs poorly in noisy environments, with the main drawback being that the coherent receiver cannot be implemented in realistic communication channels. In this paper, we focus our study on a promising communication system based on chaotic symbolic dynamics. Such modulation shows a high synchronization quality, without the need for a complex chaotic synchronization mechanism. Our study mainly concerns an improvement of the bandwidth efficiency of the chaotic modulator. A new chaotic map is proposed to achieve this goal, and a receiver based on the maximum likelihood algorithm is designed to estimate the transmitted symbols. The performance of the proposed system is analyzed and discussed., Comment: 6 pages, 7 figues, accepted in International Conference on. Signal Processing and Communication Systems

Le présent avis technique TR 86-0047 commandé par le CQVB auprès de l'INRS-Eau a pour objectif de cerner grossièrement la problématique posée au Québec par la présence des métaux lourds dans les boues provenant du traitement des effluents urbains, industriels ou agricoles et d'envisager les potentiels d'utilisation de ces boues détoxifiées.