Class IV completed their Capstone projects in November 2003. Below is a list of titles, authors, and advisors, followed by abstracts:
Peter Cucci (Xerox), Greg Eisenbach (Kodak), Megan Weiner (Kodak); Robert Boehner, faculty advisor; Edward Mauro (Kodak), industry advisor.
Clayton Christensen has shown how disruptive innovations can affect an incumbent company's products and competitive position. This paper explores whether or not a disruptive event in predictable. In particular, conditions are examined under which radically different customer solutions and business models are required to compete. Using Geoffrey Moore's technology adoption model in conjunction with Christensen's theory of disruptive innovation, three case studies are critiqued and early indicators identified. These indicators are then applied to a situation that is predicted to happen, to demonstrate that organizations can respond proactively.
Ted Foos (Bausch & Lomb), Gary Schum (Kodak); Sandra Rothenberg, faculty advisor; Cheryl Kisicki (Bausch & Lomb) industry advisor.
This project centers on the challenges associated with internalizing and integrating tacit knowledge from an external partner. The authors investigate factors such as contracts, due diligence, and trust, that may influence the transfer of tacit knowledge from one organization to another. Suggestions are made for improving transfer and retention of tacit knowledge to improve the success of alliances and acquisitions.
Dan Czuprynski (Kodak), Wayne Didas (Kodak), Lisa Simpson (Bausch & Lomb); Sue Hartman, faculty advisor; Gary Einhaus (Kodak), industry advisor.
This project is focused on providing a strategic framework for make/buy/sell decisions. Areas investigated include decision making, new product commercialization, and value chain participation with the goal of developing a collection of recommended practices for the firm to improve their make/buy/sell decision making capability. A strategic framework is provided for integration with the product commercialization process. Four industry segments were researched to learn how decisions are really made. These decision models were evaluated against recommended practices and a newly developed decision making maturity model.