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Technology Management Activities and Tools

This document provides an introduction and overview of technology management concepts. It defines key terms like technology, science, innovation and management. It describes technology management as linking engineering, science and management to implement technological capabilities that achieve organizational objectives. The document outlines technology management at the micro level, involving processes like identification, selection, acquisition and exploitation of technologies. It also discusses technology management at the macro level involving innovation systems and external organizations. Finally, it discusses models of technology management and why an understanding of technology management is important for organizations.

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80 views

Technology Management Activities and Tools

This document provides an introduction and overview of technology management concepts. It defines key terms like technology, science, innovation and management. It describes technology management as linking engineering, science and management to implement technological capabilities that achieve organizational objectives. The document outlines technology management at the micro level, involving processes like identification, selection, acquisition and exploitation of technologies. It also discusses technology management at the macro level involving innovation systems and external organizations. Finally, it discusses models of technology management and why an understanding of technology management is important for organizations.

Uploaded by

muntaquir
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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INTRODUCTION

Technology Management Activities and Tools

Contents
Introduction
Syllabus Concepts Why

Technology Management

Concepts
Technology Science Innovation

Management
Technology

Management

Technology

Technology and science

Technology refers to the theoretical and practical knowledge, skills, and artifacts that can be used to develop products and services as well as their production and delivery systems. A process, technique, or methodology embodied in a product design or in a manufacturing or service process which transforms inputs of labor, capital, information, material, and energy into outputs of greater value. Basic science versus Applied science

Innovation
To

make something new A process of turning opportunity into new ideas and of putting these into widely used practice
Change

(product or process) Sociocultural evolutionary processes of variation, selection, and retention.

Types of innovation:
Incremental

innovations Radical innovations Architectural Modular

Innovation at the System Level


Competitors

Leading edge customers

Innovation activities in the firm

Suppliers

Strategic partnerships

Management

FOUR FUNCTIONS OF THE MANAGERIAL PROCESS

PLANNING

CONTROLLING

ORGANIZING

LEADING

TWO PERFORMANCE DIMENSIONS

Efficiency= making best use of resources in achieving goals

Effectiveness= choosing effective goals and achieving them

Machines

Doing things right

Doing the right things

The managers/economists view of innovation


Whats going on in there?

Technology the black box

The engineers view of innovation

Whats going on out there?

Engineering/ Science

Management of Technology

Management

Technology

management is a link among engineering, science and management disciplines to plan, develop and implement technological capabilities to shape and accomplish the strategic and operational objectives of an organization.
on how to solve technical problems, embedded in business and social contexts.

Knowledge

Understanding TM
Micro

versus Macro

Process-based

Technology Management
Micro-level

Identification (Forecasting/ Intelligence) Selection (Technology Strategy/Planning) Internal acquisition (R&D Management) External acquisition (Technology Acquisitions and Collaborations) Exploitation/Assimilation (Technology Transfer/Utilization/Commercialization) Protection (Knowledge Management, R&D Management) Learning (Knowledge Management)

Technology management as a jigsaw

Technology Management
Macro Level Innovation and technology systems
Financial

organizations (Venture capital) Universities, research organizations Technoparks, incubators Government agencies (regulation bodies)

Process based
Porter Teece

model model: Dynamic capabilities

Porter model
Industry-competitor Positioning Strategic

analysis

investments

Teece model (1)

Dynamic capabilities build, integrate, or reconfigure operational capabilities that are defined as a highlevel routine (or collection of routines) that, together with its implementing input flows, confers upon an organisations management a set of decision options for producing significant outputs of a particular type (Winter, 2000: 983). A routine refers to a repetitive pattern of activity. Similarly, competencies refer to activities to be performed by assembling firm-specific assets/resources. That is why dynamic capabilities are conceived as routines/activities/competencies embedded in firms.

Teece Model (2)


Advantages: 1) The capability to generate a stream of product, service and process changes that matter for long-term performance 2) Dynamic approach 3) Take the market or the product as given but as objects of strategic reconstitution
as firms develop and respond to productive opportunities, they alter and further differentiate and, in the process, re-characterise the parameters (technological, product, organisational) of the market

Crossing disciplines: Innovation, technology and knowledge management

Innovation Management

Technology Management

Knowledge Management

Why TM?

Dynamics behind TM:


Change

in production systems Change in managerial and engineering cultures!!! Change in competition


Increasing

returns Technology as a source of competitive advantage

Context affects technology management:

Sector (e.g. scale-intensive, scienceintensive) Size (e.g. small firms, large firms) National systems of innovation (e.g. different countries have more or less supportive contexts) Life cycle (of technology, industry, etc.) (e.g. new versus mature established firms)

Examples

Example 1: Glaxo-welcome (Farrukh et al. 2004)

Example 2: Boeing (Lind, 2006)

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