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Technology Management Activities and Tools

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Presentation on theme: "Technology Management Activities and Tools"— Presentation transcript:

1 Technology Management Activities and Tools
INTRODUCTION Technology Management Activities and Tools

2 Contents Introduction Syllabus Concepts Why Technology Management

3 Concepts Technology Science Innovation Management
Technology Management

4 Technology

5 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

6 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.

7 Types of innovation: Incremental innovations Radical innovations
Architectural Modular

8 Innovation at the System Level
Competitors Innovation activities in the firm Leading edge customers Suppliers Strategic partnerships

9 Management


11 Efficiency= making best use of resources in achieving goals
TWO PERFORMANCE DIMENSIONS Efficiency= making best use of resources in achieving goals Effectiveness= choosing effective goals and achieving them People Money Machines Materials Doing things right Doing the right things 6

12 The manager’s/economist’s view of innovation
What’s going on in there? Technology the black box

13 The engineer’s view of innovation
What’s going on out there?

14 Engineering/ Science Management of Technology Management

15 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. Knowledge on how to solve technical problems, embedded in business and social contexts.

16 Understanding TM Micro versus Macro Process-based

17 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)

18 Technology management as a jigsaw

19 Technology Management
Macro Level Innovation and technology systems Financial organizations (Venture capital…) Universities, research organizations Technoparks, incubators Government agencies (regulation bodies)

20 Process based Porter model Teece model: Dynamic capabilities

21 Porter model Industry-competitor analysis Positioning
Strategic investments

22 Teece model (1) Dynamic capabilities build, integrate, or reconfigure operational capabilities that are defined as ‘a high-level routine (or collection of routines) that, together with its implementing input flows, confers upon an organisation’s 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.

23 Teece Model (2) Advantages:
The capability to generate a stream of product, service and process changes that matter for long-term performance Dynamic approach 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’

24 Crossing disciplines: Innovation, technology and knowledge management

25 Why TM?

26 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

27 Context affects technology management:
Sector (e.g. scale-intensive, science-intensive) 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)

28 Examples

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

30 Example 2: Boeing (Lind, 2006)

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