01302nas a2200181   4500008004100000245005600041210005600097260000900153300001000162490000600172520073700178653001400915653003200929100002400961700001600985700001701001856010201018       2002                        eng d00aCreating Brand Equity Through Strategic Investments0 aCreating Brand Equity Through Strategic Investments  c2002  a45-520 v53 aBrand equity is central to an understanding of the worth of any business, yet it exists in the minds of consumers as a mixture of awareness and image. To measure and understand how this equity is developed, mananged, and enhanced is central to all theories of value creation. This article looks at the concepts of brand identity, brand meaning, brand response, and brand relationship with an eye toward how the measure of brand equity correlates with and is influenced by technology equity, communication equity, and foreign strategic investments. Seventy-seven multinational firms are tracked through the years 1986-1988 and results are reported on based on R&D expenses, advertising costs, and investments in foreign subsidiaries.10aMarketing10aStrategy & Entrepreneurship1 aMishra, Chandra, S.1 aKoenig, Hal1 aGobeli, Dave  uhttps://dev.business.oregonstate.edu/biblio/creating-brand-equity-through-strategic-investments-000471nas a2200133   4500008004100000245005400041210005400095260000900149653001400158653003200172100001700204700001600221856010000237       2001                        eng d00aEnhancing Technology Management Through Alliances0 aEnhancing Technology Management Through Alliances  c200110aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal  uhttps://dev.business.oregonstate.edu/biblio/enhancing-technology-management-through-alliances-100484nas a2200133   4500008004100000245005600041210005400097260002300151653001400174653003200188100001700220700001600237856009700253       2001                        eng d00aEnhancing the E-Business Value Sequence Through R&D0 aEnhancing the EBusiness Value Sequence Through RD  aPortland, ORc200110aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal  uhttps://dev.business.oregonstate.edu/biblio/enhancing-e-business-value-sequence-through-rd-100440nas a2200145   4500008004100000245003300041210003200074260002200106653001400128653003200142100001700174700001500191700001600206856007200222       2000                        eng d00aImpact of R&D on Performance0 aImpact of RD on Performance  aSeattle, WAc200010aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.1 aKoenig, Hal  uhttps://dev.business.oregonstate.edu/biblio/impact-rd-performance-000498nas a2200145   4500008004100000245005100041210005100092260002100143653001400164653003200178100001700210700001500227700001600242856009400258       1999                        eng d00aStrategic Value of Technology and Brand Equity0 aStrategic Value of Technology and Brand Equity  aNew Jerseyc199910aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.1 aKoenig, Hal  uhttps://dev.business.oregonstate.edu/biblio/strategic-value-technology-and-brand-equity-000532nas a2200133   4500008004100000245007100041210006900112260002500181653001400206653003200220100001700252700001600269856011300285       1999                        eng d00aTwo Stage Internalization Framework for Multinational Corporations0 aTwo Stage Internalization Framework for Multinational Corporatio  aSouth Carolinac199910aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal  uhttps://dev.business.oregonstate.edu/biblio/two-stage-internalization-framework-multinational-corporations-003070nas a2200181   4500008004100000245007700041210006900118260000900187300001200196490000700208520245800215653001402673653003202687100001702719700001602736700002002752856011602772       1998                        eng d00aManaging Conflict in Software Development Teams:  A Multi-Level Analysis0 aManaging Conflict in Software Development Teams A MultiLevel Ana  c1998  a423-4350 v153 aFor a new product development (NPD) organization, a little conflict can be a good thing. Healthy disagreements can push project team members or different functional groups in an organization to pursue more in-depth, insightful analysis. This type of creative tension can help to engender an environment that encourages innovation and thus keeps NPD efforts free from the business-as-usual doldrums. However, management must ensure that conflict remains on a healthy level.David H. Gobeli, Harold F. Koenig, and Iris Bechinger note that conflict must be managed not only to increase the satisfaction of project team members, but also to achieve strategic project success. To provide better understanding of the important issues in conflict management, they examine the effects of three conflict factors on software development project success: context, conflict intensity, and conflict management style. Using survey responses from 117 software professionals and managers, they develop a multi-level framework of success versus conflict for team-based, software development projects. Within this framework, they examine context, conflict intensity, and conflict management approaches at the team and organization levels.
For the participants in this study, unresolved conflict has a strong, negative effect on overall software product success and customer satisfaction. Project team member satisfaction decreases substantially with higher intensity conflict at the organization level, and even more strongly at the project level. For the respondents to this study, the combined effects of conflict intensity and conflict management style on project success are significant, but they are not as great as the combined effects of such context variables as company goals, group dynamics, and management support.
Two conflict management stylesconfronting and give and takehave beneficial effects on success at the organization level for the firms in this study. Smoothing, withdrawal, and forcing all have negative effects, although only forcing has a statistically significant negative effect. In general terms, the results suggest that management should guard against frequent use of the dysfunctional management styleswithdrawal, smoothing, and forcing. The results suggest that emphasis on confrontationthat is, true problem solvingis essential at the project level, even if a give-and-take style is better tolerated at the organization level.
10aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal1 aBechinger, Iris  uhttps://dev.business.oregonstate.edu/biblio/managing-conflict-software-development-teams-multi-level-analysis-003072nas a2200181   4500008004100000245007700041210006900118260000900187300001200196490000700208520246000215653001402675653003202689100001702721700001602738700002002754856011602774       1998                        eng d00aManaging Conflict in Software Development Teams:  A Multi-Level Analysis0 aManaging Conflict in Software Development Teams A MultiLevel Ana  c1998  a423-4350 v153 aFor a new product development (NPD) organization, a little conflict can be a good thing. Healthy disagreements can push project team members or different functional groups in an organization to pursue more in-depth, insightful analysis. This type of creative tension can help to engender an environment that encourages innovation and thus keeps NPD efforts free from the business-as-usual doldrums. However, management must ensure that conflict remains on a healthy level.David H. Gobeli, Harold F. Koenig, and Iris Bechinger note that conflict must be managed not only to increase the satisfaction of project team members, but also to achieve strategic project success. To provide better understanding of the important issues in conflict management, they examine the effects of three conflict factors on software development project success: context, conflict intensity, and conflict management style. Using survey responses from 117 software professionals and managers, they develop a multi-level framework of success versus conflict for team-based, software development projects. Within this framework, they examine context, conflict intensity, and conflict management approaches at the team and organization levels.
For the participants in this study, unresolved conflict has a strong, negative effect on overall software product success and customer satisfaction. Project team member satisfaction decreases substantially with higher intensity conflict at the organization level, and even more strongly at the project level. For the respondents to this study, the combined effects of conflict intensity and conflict management style on project success are significant, but they are not as great as the combined effects of such context variables as company goals, group dynamics, and management support.
Two conflict management stylesconfronting and give and takehave beneficial effects on success at the organization level for the firms in this study. Smoothing, withdrawal, and forcing all have negative effects, although only forcing has a statistically significant negative effect. In general terms, the results suggest that management should guard against frequent use of the dysfunctional management styleswithdrawal, smoothing, and forcing. The results suggest that emphasis on confrontationthat is, true problem solvingis essential at the project level, even if a give-and-take style is better tolerated at the organization level.
10aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal1 aBechinger, Iris  uhttps://dev.business.oregonstate.edu/biblio/managing-conflict-software-development-teams-multi-level-analysis-100523nas a2200145   4500008004100000245005800041210005800099260002400157653001400181653003200195100001600227700002000243700001700263856009700280       1997                        eng d00aProduct Success and Conflict in the Software Industry0 aProduct Success and Conflict in the Software Industry  aCorvallis, ORc199710aMarketing10aStrategy & Entrepreneurship1 aKoenig, Hal1 aBechinger, Iris1 aGobeli, Dave  uhttps://dev.business.oregonstate.edu/biblio/product-success-and-conflict-software-industry-0