The Life-cycle Revisited: Stage Transitions and the Failure of the Iridium Project

Daneke, Gregory A.; Dooley, Kevin

doi:10.1109/picmet.2007.4349360

Cited by 3 publications

(2 citation statements)

References 46 publications

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“…The former befell Phoenix's faltering semiconductor industry in the 1990s. Daneke and Dooley (2007) underscored managerial fiascos in Motorola, Phoenix's foremost semiconductor producer at the time. Their organizational based explanation of the resultant slump in patenting contrasts with Crescenzi et al's.…”

Section: Variable Interrelationshipsmentioning

confidence: 99%

Taking Organizations Seriously in Understanding the Geography of Invention

hUallacháin

2022

International Regional Science Review

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Large organizations mold technological advance in countries and even more so in cities. External economies of scale and invention are closely linked, but the organizational strategies of individual firms cannot be overlooked in understanding the geography of patenting. Market structures and inventive intensity are properties of complex systems featuring endogenous multi-directional interactions. Oligopolistic firms are pivotal in many large inventive cities, especially outside Silicon Valley. The more these firms dominate technological advance the higher the patenting rate. Less inventive large cities are frequently reliant on individuals and employees of universities and federal agencies to procure grants. Some implications of organizational structure and granularity for urban policy are outlined.

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Section: Variable Interrelationshipsmentioning

confidence: 99%

Taking Organizations Seriously in Understanding the Geography of Invention

hUallacháin

2022

International Regional Science Review

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“…The case study is interesting as it also describes the failure of the commercial deliverable as due to an inadequate stage transition in the invention, business planning, and business execution model. [11]. In another Harvard Business review article, Carroll and Mui use…”

Section: Case Study Literature On the Iridium Satellite Systemmentioning

confidence: 99%

Virtuoso Project Teams: Beyond high performance, a study of the teaming success of the Motorola Satellite Communications System IRIDIUMÂ® Program

alexander¹

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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High performance teaming has always been the gold standard for project management in general and new product or new system generation in particular. Within the realm of high performance, however, there are special factors that must come together in both temporal aspects and technical content to be truly accomplished. These project teams may be referred to as virtuoso teams. As an illustration of the principles of high functioning teaming, it is helpful to look back at one of the systems projects of the last century considered to be a hallmark of technical success and examine, from a behavioral perspective, what principles illustrate this "best of the best" teaming genre. The Motorola IRIDIUM® Satellite Communications System is one such project. Through published memoirs, case studies and retrospective articles, recent publications, personal notes and documentation, and unpublished project artifacts, aspects of the project team are examined to illustrate some of the theoretical principles of high performance teaming. PrefaceThe logistics of launching 72 satellites in 12 months and 12 days through 22 successful launches on three different types of rockets in three countries (USVandenberg AFB, Russia -Baikonur, and ChinaTaiyuan) were, for a cellular telecommunications system designer, almost mind-boggling. To do what had not been done before required project team innovation, creativity and some measure of bravado. Motorola's manager for satellite manufacturing had to deal with extremely short cycle times and doing what others considered impossible as a matter of course: "He challenged the launch team to develop test processes and equipment that would allow them to place test equipment into the overhead compartment of commercial aircraft. As for the complexity of the launch site, he recalled saying, 'It's like a rock concert. There is a lot of money at stake, a lot of technology involved, a high penalty of failure and you have a very tight timeframe in which to operate. You arrive at 10 o'clock at night on Thursday, your show is on Friday, and you have to be somewhere else on Saturday.' The launch team took [his] idea and sent a team to observe and document the processes that were used by The Rolling Stones [during an actual concert tour]. They came back with clever ways to streamline the logistics of their launch processes, contributing to setting records that may never be broken." [20, p. 132].

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A Qualitative Review of Market-based Company Life Cycle Models

Michelin

Siluk

Gerhardt

et al. 2022

Business Perspectives and Research

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Understanding the stages of the life cycle of companies is fundamental to their management and performance, since the characteristics of companies vary according to the moment they are going through. With this focus, the purpose of this article is to identify and analyze the models of the different company cycles found in the literature presenting comparisons with a life cycle model proposed by an author present in the industrial market. The company life cycle models were identified through a systematic literature review that aimed to rescue the perception of several authors. The authors have a similar approach on the subject of the study, and their proposals come from the 1980s and 1990s, characterizing a time gap on the subject. The article contributes to the research on the company life cycle, as it presents models identified in the literature, as well as a perspective of the stages of companies emphasizing a life cycle model used by industries in the market. The article identifies similarities and differences between company life cycle models used in the market and used others in academic scientific circles. The results of the article provide the characteristics of the company life cycle stages to managers of industrial organizations, helping to understand the organization’s moment in the market, as well as to understand the next stages to be developed.

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The Life-cycle Revisited: Stage Transitions and the Failure of the Iridium Project

Cited by 3 publications

References 46 publications

Taking Organizations Seriously in Understanding the Geography of Invention

Taking Organizations Seriously in Understanding the Geography of Invention

Virtuoso Project Teams: Beyond high performance, a study of the teaming success of the Motorola Satellite Communications System IRIDIUMÂ® Program

A Qualitative Review of Market-based Company Life Cycle Models

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