DC Field | Value | Language |
---|---|---|
dc.contributor.author | Nam, Ki-Young | ko |
dc.contributor.author | Mi-Jin Jung | ko |
dc.date.accessioned | 2009-08-03T08:26:48Z | - |
dc.date.available | 2009-08-03T08:26:48Z | - |
dc.date.created | 2012-02-06 | - |
dc.date.created | 2012-02-06 | - |
dc.date.issued | 2008-08 | - |
dc.identifier.citation | DESIGN MANAGEMENT REVIEW, v.19, no.3, pp.59 - 67 | - |
dc.identifier.issn | 1557-0614 | - |
dc.identifier.uri | http://hdl.handle.net/10203/10439 | - |
dc.description.abstract | Traditionally, any major modification in corporation direction is determined internally. In this case study, Ki-Young Nam and Mi-Jin Jung delineate an alternative in which outside consultants suggest how innovation might drive growth. It is a tactic that encourages the free flow of ideas, broadens the horizons under consideration, and while acknowledging existing realities and strengths, yields concepts deemed especially fresh and compelling. | - |
dc.language | English | - |
dc.language.iso | en_US | en |
dc.publisher | DMI Publications | - |
dc.title | Bottom-up Design Leadership as a Strategic Tool | - |
dc.type | Article | - |
dc.type.rims | ART | - |
dc.citation.volume | 19 | - |
dc.citation.issue | 3 | - |
dc.citation.beginningpage | 59 | - |
dc.citation.endingpage | 67 | - |
dc.citation.publicationname | DESIGN MANAGEMENT REVIEW | - |
dc.embargo.liftdate | 9999-12-31 | - |
dc.embargo.terms | 9999-12-31 | - |
dc.contributor.localauthor | Nam, Ki-Young | - |
dc.contributor.nonIdAuthor | Mi-Jin Jung | - |
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.