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)
