ENGG5214 Course Outline 2010

8/8/2019 ENGG5214 Course Outline 2010

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Australian Centre for Innovation Limited

MASTER OF PROFESSIONAL ENGINEERING

ENGG5214

MANAGEMENT OF TECHNOLOGY

Semester 2

2010


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MASTER OF PROFESSIONAL ENGINEERING

Engg5214 MANAGEMENT OF TECHNOLOGY

1. Outline of the Course.What is Management of Technology?

Management of Technology is concerned with understanding technology as a corporate resource that

shapes both the strategic and operational capabilities of the firm in designing and developing products

and services to meet market demands, productivity, profitability and competitiveness. Increasingly,

technology plays a key role in corporate development and the competitive positioning of firms, not only in

technology-based manufacturing firms but also in companies in financial services, logistics, publishing and

other services-oriented firms, where technology has become the decisive competitive edge.

Approach to the Management of Technology (MOT)

This course focuses on the key topics in the management of technology. It has been designed to

complement courses that focus on management in technology-based organizations and the management

of innovation.

The course is concerned with such questions as:

What drives technological change? What role does technological opportunity play in corporate strategies? How can technological change best planned and managed? Are the same competencies and approaches appropriate to all types of technological change? How can we predict and understand the impacts of change on firms, economies & societyOverall Course Structure

Module Component

1. The Evolution oftechnology, firms

and the economy

Evolution of Technology and Industry

The Evolution of firms and industries: Sustaining and disruptive innovation

Project: Cases on the Evolution of Technologies

2. Key Concepts inTechnology

Management

Knowledge and Firms Context: Value Chains and Networks, Technology and Value

creation

Markets and Competition: Building key competencies

Challenges in Technology Management: Introducing new technology

3. Key Challenges inTechnologyManagement

Types of Technology Challenge: Continuous improvement

Types of Technology Challenge: Radical Innovation

Types of Technology Challenge: New Venture

Case Study Report on new Technology Venture Formation

4. TechnologyManagement

Tools

MOT Tools: Forecasting, Foresight

MOT Tools: Roadmapping

Group Project Technology Management tools

Solutions: the growth in services orientation in manufacturing firms.

Group Project: Technology Management Challenge.


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2. LecturerDon Scott-Kemmis, Senior Fellow, Australian Centre for Innovation, Faculty of Engineering, University of

Sydney. [email protected]. Tel.: 0404836387. Meetings by appointment.

3. Learning Objectives Understanding of the concurrent and interactive evolution of technology, firms and the economy Mastery of the key concepts of the management of technology and an ability to apply them Competencies required for the effective management of technology in an organisational

environment

Familiarity with the key challenges in technology management Competence in the appropriate application of a range of technology management tools4. Assessment

Assessment -Topic Week Due Type ModeEvolution of a Technology 4 Presentation Group

Case Study on New Technology Venture Formation 7 Report Group

Essay on Technology Management Tools 10 Essay Individual

Technology Management Challenge 13 Report Group

Description Weighting(%)

1.Presentation on evolution of technology 152.Case study on new technology venture formation 203.Essay report on technology management tools 254.Technology management challenge 40
mailto:[email protected]:[email protected]:[email protected]


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5. Nominal Course DatesWk Date Lecture

Date

Topic Assessment

1 26 July- 30 July 28 July Evolution of Technology and Industry: S

curve, diffusion

2 2 Aug 6 Aug 4 Aug The Evolution of firms and industries:

Sustaining and disruptive innovation

3 9 Aug 13 Aug 11 Aug Project: Cases on the Evolution of

Technologies

Group

Presentation

4 16 Aug 20 Aug 18 Aug Knowledge and Firms Context: Value

Chains and Networks, Technology and

Value creation

5 23 Aug 27 Aug 25 Aug Markets and Competition: Building key

competencies

6 30 Aug 3 Sept 1 Sept Challenges in Technology Management:

Introducing new technology

7 6 Sept 10 Sept 8 Sept Types of Technology Challenge: Continuous

improvement

Case Study

Report on new

Technology

Venture

Formation

8 13 Sept 17 Sept 15 Sept Types of Technology Challenge: RadicalInnovation

9 20 Sept 24 Sept 22 Sept Types of Technology Challenge: New

Venture

Mid-semester Break

10 4 Oct 8 Oct 6 Oct MOT Tools: Forecasting & Foresight Essay on Tools

11 11 Oct 15 Oct 13 Oct MOT Tools: Roadmapping

12 18 Oct 22 Oct 20 Oct Solutions: the growth in services

orientation in manufacturing firms

13 25 Oct 29 Oct 27 Oct Technology Management Challenge -Group

Project:

Group Report


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6. Grade DescriptorsAssessment tasks are graded according to standard University scales. The following grade

descriptions outline what is expected of students to achieve within the respective grade bands:

High Distinction >85%

Demonstrates an extremely sound knowledge and understanding of a wide range of professional engineeringtopics and issues in a rigorous, comprehensive and sophisticated manner

Communicates knowledge, both in written and oral form in an organised and effective manner, (academic &scholarly) extensively using relevant and appropriate terminology and references, thus displaying an

exemplary standard

Organises, initiates and undertakes project and teamwork to an exemplary standard Demonstrates extremely well developed creative and problem solving abilities to achieve exemplary

outcomes

Distinction 75-84%

Demonstrates very good knowledge and understanding of a range of professional engineering topics andissues in a comprehensive manner

Communicates knowledge, both in written and oral form, in a highly organised, effective and academicmanner using relevant, appropriate terminology and a wide range of reference material

Very effectively organises and undertakes project and teamwork Demonstrates advanced creative and problem solving abilities to achieve excellent outcomes

Credit 65-74%

Demonstrates through logical explanation a good knowledge and understanding of a range of professionalengineering topics and issues

Communicates knowledge, both in oral and written form in an organised and academic manner using a goodrange of relevant and appropriate terms and references

Undertakes project and team work to a good standard Demonstrates a good ability to utilise creative and problem solving abilities

Pass 50-64%

Demonstrates adequate knowledge and understanding of a range of professional engineering topics andissues

Communicate knowledge, both in written and oral form, in an academic manner using a reasonable rangeof relevant terminology and references

Participates in team and project work to an adequate standard Demonstrates a reasonable ability to utilise creativity and problem solving skills

Fail


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7. Detailed Course Structure and ReadingNB.

All required reading will be provided either on a CD or through the course website

(http://www.eng.usyd.edu.au/webnet/ENGG5214/index.html).Some optional reading will also be provided through these mechanisms.

Component Sources

Background and

Foundation

This course aims to develop a deep understanding of the dynamics of technological

change in an industrial context. If you have had little prior background in the

management of technology and innovation we strongly encourage you to make good

use of these background readings.

Required Reading

Fagerberg Innovation A Review of the Literature. Chapter 1 in Fagerberg (Ed)The Oxford Handbook of Innovation.

Additional Optional Reading

Chapter 1 Key Issues in Innovation Management & Chapter 2 Innovation as aManagement Process. In Managing Innovation: Integrating Technological,

Market and Organisational Change.

Design and Implementation of Technology Strategy: An Evolutionary Perspective:pp35-48. in Burgelman, RA, Maidique, MA, and Wheelwright, SC (eds.). Strategic

Management of Technology and Innovation. McGraw Hill. Irwin Third Edition.

2001.

For Your Information Dorf (2000) Ed. The Technology Management Handbook

[A pdf of this book is provided for your reference some parts of this book are

listed as additional reading for some topics]

ICS On-line Web book for Technology Managementhttp://www.ics.trieste.it/TP_TechnologyManagement/

Special Issue on University Education for Engineering and Technology Policy. May2001. International Journal of Technology Policy and Management.

Evolution of

Technology and

Industry

The constant processes of improvement and innovation, in the context of competition

and changing market demand, lead to the evolution of technologies. There are some

recurring patterns in the evolution of technologies and these provide a basis forforecasting and strategy. This topic explores these patterns and discusses their

implications for firms.

Required Reading

Conway, Steve (2009). The Patterns of Innovation within the Life Cycle of aTechnology. Chapter 4 in Managing and Shaping Innovation. Conway, S and

Steward. F. Oxford University Press.

Foster, R. "The S Curve: A New Forecasting Tool." Chapter 4 in Innovation: TheAttacker's Advantage. New York, NY: Summit Books, 1986.

Technology and Strategy: A General Management Perspective. in Burgelman,RA, Maidique, MA, and Wheelwright, SC (eds.). Strategic Management ofTechnology and Innovation. McGraw Hill. Irwin Third Edition. 2001 pp3-14
http://www.eng.usyd.edu.au/webnet/ENGG5214/index.htmlhttp://www.eng.usyd.edu.au/webnet/ENGG5214/index.htmlhttp://www.eng.usyd.edu.au/webnet/ENGG5214/index.htmlhttp://www.ics.trieste.it/TP_TechnologyManagement/http://www.ics.trieste.it/TP_TechnologyManagement/http://www.ics.trieste.it/TP_TechnologyManagement/http://www.eng.usyd.edu.au/webnet/ENGG5214/index.html


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Christensen Exploring the Limits of the Technology S Curve. Reading II- 4A &Abernathy & Utterback Reading II-5 Patterns of Industrial Innovation. in

Burgelman, RA, Maidique, MA, and Wheelwright, SC (eds.). Strategic

Management of Technology and Innovation. McGraw Hill. Irwin Third Edition.

2001 pp 124- 155

Dorf (2000) Ed. The Technology Management HandbookPart 3 Innovation and Change

3.1 The Evolution of Innovation Clayton M. Christensen

3.8 Technology Life Cycles Mario W. Cardullo

3.9 Dominant Design Philip Anderson

Discussion Questions:

What is the value of technological innovation?

What drives the evolution of technology?

What limits the improvement in technology?

What is a dominant design? How does it relate to the S-curve?

When is an S-curve analysis helpful, and how should it be used?

What are the issues involved in managing technological innovation?

The Evolution of

firms and industries:

Sustaining and

disruptiveinnovation

One important aspect of the evolution of technologies is that of the continuous

improvement of performance a process termed creative accumulation. However,

from time to time the pattern of evolution is characterized by sharp discontinuities

where a new technology displaces and old technology. In some cases these changescan involve major technologies relevant to a wide range of specific applications (eg IT,

the chip) and in these cases the disruption can be deep and long lasting. This topic will

review these processes of disruptive evolution and the responses of firms.

Required Reading

Conway, Steve (2009) Technological Regimes, Trajectories, Transitions,Discontinuity and Long Waves,. Chapter 5 in Managing and Shaping

Innovation. Conway, S and Steward. F. Oxford University Press.

Notes on Long Waves of Economic DevelopmentAdditional Optional Reading

Klepper, S (1997) Industry Life Cycles. Industrial and Corporate Change. 6(1): 145-181

Chapter 5 Paths: Exploiting Technological Trajectories. In Tidd, Bessant and Pavitt.Managing Innovation: Integrating Technological, Market and Organisational

Change


3.2 Discontinuous Innovation Christopher M. McDermott

3.3 Business Process Reengineering Thomas H. Davenport

3.4 Diffusion of Innovations Andrew B. Hargadon

Utterback, James (1994), Dominant Designs and the Survival of Firms, Chapter 2in Mastering the Dynamics of Innovation, Harvard Business School Press, pp. 23-

55 and 79-102.


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Henderson and Clark, Architectural Innovation: The Reconfiguration of ExistingProduct Technologies and the Failure of Established Firms, Administrative Science

Quarterly, 1990

Christensen, Clayton. The Innovator's Dilemma. Boston, MA: Harvard BusinessSchool Press, 1997. ISBN: 9780875845852. (Chapter 3)

Afuah, A., and J. Utterback. "Responding to Structural Industry Changes: ATechnological Evolution Perspective." Industrial and Corporate Change 6 (1997):

183-202.

Gransson, B. and and Johan Sderberg, J. (2005) Long waves and informationtechnologieson the transition towards the information society.Technovation

Volume 25, Issue 3, March 2005, Pages 203-211

Castellaccij, F. (2006) Innovation, diffusion and catching up in the fifth long waveFutures. Volume 38, Issue 7, September 2006, Pages 841-863


What is creative destruction, and why does it happen?

What determines the timing of technological revolutions? Can they be predicted?

What determines the failure or success of incumbent firms in responding to

discontinuous change?

Project: Cases on

the Evolution of

Technologies

For this group project, each group is to select a technology (which could be narrowly or

broadly defined) and analyse its evolution over a significant period of time. We

encourage each group to find a technology that interests them and to research the

information required. We also suggest, but do not require, that a focus on the

evolution of environmental technologies or of the recent evolution of technological

systems in response to increasing energy/ environmental pressures would make a

useful focus.

If you are unable to find a case and suitable material we would be prepared to assist in

the provision of research materials.

Each group is to make a presentation of at least 45 minutes. The presentation should

address, inter alia:

1. The drivers of change, including patterns of demand;2. The factors that shaped the direction or type of change (eg regulation, limits to

improvement of the technology, limits to available components);

3. The sources of knowledge that enabled technological change;4. The lessons of this case for technology management.

For your information only

Pacala, S., and R. Socolow. "Stabilization Wedges: Solving the Climate Problem ForThe Next 50 Years with Current Technologies." Science 305, no. 5686 (August 13,

2004): 968 - 972.

Socolow, R., R. Hotinski, J. Greenblatt, and S. Pacala. "Solving the Climate Problem:Technologies for Curbing CO2 Emissions." Environment46, no. 10 (2004): 8-19.

Optional (but highly useful): The entire issue ofScientific American, September2006.
http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6V8B-4961WMY-5&_user=10&_rdoc=1&_fmt=&_orig=search&_sort=d&_docanchor=&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=8ea3040b393ccd3bd6a4db93f45f9282#uref882#uref882http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6V8B-4961WMY-5&_user=10&_rdoc=1&_fmt=&_orig=search&_sort=d&_docanchor=&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=8ea3040b393ccd3bd6a4db93f45f9282#uref884#uref884http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6V8B-4961WMY-5&_user=10&_rdoc=1&_fmt=&_orig=search&_sort=d&_docanchor=&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=8ea3040b393ccd3bd6a4db93f45f9282#uref884#uref884http://www.sciencedirect.com/science/journal/01664972http://www.sciencedirect.com/science?_ob=PublicationURL&_tockey=%23TOC%235866%232005%23999749996%23549348%23FLA%23&_cdi=5866&_pubType=J&view=c&_auth=y&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=86f8cd10920514ca17d1352a5f93125ehttp://www.sciencedirect.com/science/journal/00163287http://www.sciencedirect.com/science?_ob=PublicationURL&_tockey=%23TOC%235805%232006%23999619992%23629353%23FLA%23&_cdi=5805&_pubType=J&view=c&_auth=y&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=826e79559a10b91fc297cb46426ba7d8http://www.sciencedirect.com/science?_ob=PublicationURL&_tockey=%23TOC%235805%232006%23999619992%23629353%23FLA%23&_cdi=5805&_pubType=J&view=c&_auth=y&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=826e79559a10b91fc297cb46426ba7d8http://www.sciencedirect.com/science/journal/00163287http://www.sciencedirect.com/science?_ob=PublicationURL&_tockey=%23TOC%235866%232005%23999749996%23549348%23FLA%23&_cdi=5866&_pubType=J&view=c&_auth=y&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=86f8cd10920514ca17d1352a5f93125ehttp://www.sciencedirect.com/science/journal/01664972http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6V8B-4961WMY-5&_user=10&_rdoc=1&_fmt=&_orig=search&_sort=d&_docanchor=&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=8ea3040b393ccd3bd6a4db93f45f9282#uref884#uref884http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6V8B-4961WMY-5&_user=10&_rdoc=1&_fmt=&_orig=search&_sort=d&_docanchor=&view=c&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=8ea3040b393ccd3bd6a4db93f45f9282#uref882#uref882


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Knowledge and

Firms Context:

Value Chains and

Networks

Technology and

Value creation

Firms introduce technological change in order to create and capture value. Increasingly

the processes of developing and implementing new technologies are carried out jointly

with others ie the change process is increasingly collaborative and distributed across

firms and other organizations. But the context in which new technologies are applied isalso more complex often firms focus on a narrow slice of the value chain. This topic

is concerned with understanding the increasingly complex context in which

technologies are developed and applied.

Required Reading

Networks and Communities. Chapter 5 in Dodgson, M. Gann, D. and Salter, A.(2008) The Management of Technological Innovation. Oxford U.P.

Linden, G. Kraemer, K. and Dedrick, J. (2007) Who Captures Value in a GlobalInnovation System? The case of Apple's iPod. Personal Computing Industry

Center (PCIC) (skim)

Gulati, The Wireless Value Chain and Infrastructure. In Gulati, et al. Kellogg onTechnology and Innovation. John Wiley. (skim)

Dorf (2000) Ed. The Technology Management HandbookPart 3 Innovation and Change 3.10 Technology Integration: Matching

Technology and Context. Marco Iansiti


Ritter, Thomas and Gemnden, Hans Georg (2003), Network competence: itsimpact on innovation success and its antecedents,Journal of BusinessResearch,

Vol. 56 No. 9, pp. 745-755.

Delivering Value from Innovation, Chapter 9 in Dodgson, M. Gann, D. and Salter,A. (2008) The Management of Technological Innovation. Oxford U.P.


What is a value chain?

What is a business model and what is the relationship with technologies?

Why do firms collaborate in developing new technologies?

What are the implications for technology management of the increasingly complex

context of technological change?

Building

competencies forTechnological

Change

To be competitive firms must build and renew their capabilities to acquire, develop,

and improve technology. What are these capabilities and how do firms develop them?In this topic we will assess the nature of competence and identify the most important

mechanisms through which firms can build competencies. We will also analyse and

discuss the situation of late comer firms in industrializing economies.

Required Reading

Prahalad, C.K., (1997) The Role of Core Competencies in the Corporation. Chapter12 in Tushman and Anderson (Eds) Managing Strategic Innovation and Change.

Oxford UP. pp172-182

Tidd, Joe (2001) The Competence Cycle: Translating Knowledge into NewProcesses, Products and Services. Chapter 1 in .From Knowledge Management to

Strategic Competence. Imperial College Press. Pp5-25.


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Cohen, W and Levinthal, D. Absorptive Capacity: A New Perspective on Learningand Innovation. Reading III-3 in Burgelman, RA, Maidique, MA, and Wheelwright,

SC (eds.). Strategic Management of Technology and Innovation. McGraw Hill.

Irwin Third Edition. 2001: pp 613-629

Case Study: Wei Xie and Steven White Sequential learning in a Chinese spin-off:the case of Lenovo GroupLimited R&D Management 34 (4) 2004


Processes: Integration for Strategic Learning Chapter 6:; Learning from Markets,Chapter7: &, Learning through Alliances, Chapter 8. In Managing Innovation:

Integrating Technological, Market and Organisational Change

Bohn, Measuring and Managing Technological Knowledge, Sloan ManagementReview, 1994.

Case Study: Crisis Construction and Organizational Learning: CapabilityBuilding in Catching up at Hyundai Motor. Linsu Kim.


What types of competency do firms require to be effective in technology

management?

Where do these competencies come from?

What strategies can firms pursue to build these competencies?

Challenges in

Technology

Management:

Introducing newtechnology

Technology related change, such as introducing a new process or new IT system, is a

complex process and the outcomes are often far less successful than anticipated.

Many major IT system and change projects fail to deliver. A major reason for this

failure is poor management of the social/people dimensions of change. Theidentification and assessment of options, the planning of projects and the design of

the system, are relatively easy compared with effective implementation. It is critical

to engage the participants in a process that develops their understanding of and their

commitment to the changes.

Required Reading

Carlopio, James (2003) Changing Gears: The Strategic Implementation ofTechnology. Palgrave. Chapters 4-6 (pp69-124). in Part II Implementation.

See alsowww.implementer.com James Carlopios website.

The Management of Product and Service Innovation, Chapter 7 in Dodgson, M.Gann, D. and Salter, A. (2008) The Management of Technological Innovation.

Oxford U.P.


Narayanan, V.K. (2001) Process Innovation, Value Chains and Organisation.Chapter 6 in Narayanan, V.K. (2001) Managing Technology and Innovation for

Competitive Advantage. Prentice Hall. Pp157-196.

von Hippel (1986), "Lead Users: A Source of Novel Product Concepts,"Management Science, Vol. 32, No. 7. (Jul.), pp. 791-805.

Managing Engineering Design. Chapter 10 in Babcock, D.L. and LC Morse,Managing Engineering and Technology. 4

th. Prentice Hall 2006

See: FORD plant in Brazil

http://apps.detnews.com/apps/multimedia/player/index.php?id=1189
http://www.implementer.com/http://www.implementer.com/http://www.implementer.com/http://apps.detnews.com/apps/multimedia/player/index.php?id=1189http://apps.detnews.com/apps/multimedia/player/index.php?id=1189http://apps.detnews.com/apps/multimedia/player/index.php?id=1189http://www.implementer.com/


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What are the key strategic challenges in planning technological change?

What are the key management challenges in implementing technological change?

What types of capability are required for effectively managing the introduction of a

new technology?

Challenges in

Technology

Management:

Continuous

improvement

One of the important changes in technology management over the past 20 years has

been the development of management approaches that support the continuous

improvement of quality and efficiency. A major source of this improvement is

incremental technical change and over long time periods the cumulative impact of

these changes is substantial. This topic discusses approaches to the management of

continuous improvement.

Required Reading

Bessant, J. (2001) Learning and Continuous Improvement Chapter 11 in Tidd, J.(Ed) From Knowledge Management to Strategic Competence. Imperial CollegePress., pp295-320.

The EFQM model European Foundation for Quality Managementhttp://ww1.efqm.org/en/Home/aboutEFQM/Ourmodels/tabid/132/Default.aspx

http://grc.engineering.cf.ac.uk/lrn/resources/briefings/PDFs/EFQMmodel.pdf


What is incremental innovation?

What types of innovation contribute to improving product and production

performance?

What systems and capabilities support continuous improvement?

Challenges in

Technology

Management:

Radical Innovation

Radical innovations involve major shifts in performance and often also in the

technological knowledge base. These shifts are a major challenge for incumbent firms

and major opportunities for new firms. This topic aims to develop an understanding of

these threats and opportunities.

Required Reading

Christiansen, C. and Overdorf, M. (2000) Meeting the Challenge of DisruptiveChange Harvard Business Review. March/April.

Teece, D., Profiting from Technological Innovation: Implications for Integration,Collaboration, Licensing and Public Policy,

Reading II-6 in Burgelman, RA, Maidique, MA, and Wheelwright, SC (eds.).Strategic Management of Technology and Innovation. McGraw Hill. Irwin Third

Edition. 2001.

Morison, E. Gunfire at Sea Chapter 9 in Tushman and Anderson (Eds) ManagingStrategic Innovation and Change. Oxford UP.


Macher, J. et al. (2004) Organisational Responses To Discontinuous Innovation: ACase Study Approach. International Journal of Innovation Management. Vol. 8,

No. 1 (March 2004) pp. 87114

O'Connor; G. Ayers, A. (2005) Building A Radical Innovation Competency.Research Technology Management; Jan/Feb 2005; 48, (1)

McDermott, Christopher (1999), Managing radical product development in largemanufacturing firms: a longitudinal study,Journal of Operations Management,

Vol. 17 No. 6, pp. 631-644.
http://ww1.efqm.org/en/Home/aboutEFQM/Ourmodels/tabid/132/Default.aspxhttp://ww1.efqm.org/en/Home/aboutEFQM/Ourmodels/tabid/132/Default.aspxhttp://grc.engineering.cf.ac.uk/lrn/resources/briefings/PDFs/EFQMmodel.pdfhttp://grc.engineering.cf.ac.uk/lrn/resources/briefings/PDFs/EFQMmodel.pdfhttp://grc.engineering.cf.ac.uk/lrn/resources/briefings/PDFs/EFQMmodel.pdfhttp://ww1.efqm.org/en/Home/aboutEFQM/Ourmodels/tabid/132/Default.aspx


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McDermott, Christopher and Colarelli OConnor, Gina (2002), Managingradicalinnovation: an overview of emergent strategy issues,Journal ofProduct

Innovation Management, Vol. 19, pp. 424-438.


Managing Transitions at the System Level.

Loorbach,D. & Rotmans, J. (2006) - Understanding Industrial Transformation,2006

Kemp,R. J Rotmans (2005) The management of the co-evolution of technical,environmental and social systems. InTowards Environmental Innovation Systems,

2005 Springer.

Elzen,B and Wieczorek, A (2005) Managing transitions for sustainabledevelopment. Technological Forecasting & Social Change, 2005

Berkhout, F. (2002 Technological regimes, path dependency and theenvironment- Global Environmental Change, 2002 Elsevier


Why are radical changes a challenge for incumbents?

How can firms best manage radical innovation?

How does a firm capture the economic returns from innovation?

What is the role of complementary assets?

Why do the initial innovators often fail to capture the benefits from being pioneers?

Challenges in

Technology

Management:

Commercialisation

and Forming New

Ventures

Technological change has become more rapid and more complex and firms have

generally become more specialized. Some major innovations are also derived from

research in large firms and in research organizations. In the context of more rapid and

more discontinuous change new ventures play a key role in introducing new products

and services. This topic focuses on the commercialization of new technology and the

formation of new ventures. It is particularly concerned with the management of these

processes and the competencies required.

Required Reading

Jolly, V. J. (2002) From Mind to Market. Chapter I in Commercialising NewTechnologies. Harvard Business School Press.

Moore, G.A. (2001) Crossing the Chasm. Reading II-7 in Burgelman, RA, Maidique,MA, and Wheelwright, SC (eds.). Strategic Management of Technology and

Innovation. McGraw Hill. Irwin Third Edition. 2001. pp265-272.


Winter, S. (2002) Appropriating the Gains from Innovation. Chapter 11 in Day, et al(Ed) Wharton on Managing Emerging Technologies.

Hamm, John (2002), "Why Entrepreneurs Don't Scale," Harvard Business Review,Dec2002, Vol. 80 Issue 12, p110-116.

Roberts, E.B. (1994), Technological Entrepreneurship: birth, growth and success,Chapter 12, Entrepreneurs in High Technology: Lessons from MIT and Beyond,

Oxford University Press, pp 339-357


3.11 New Ventures for Technological Innovation, Frederick Betz3.14 New Rules for the New Economy: Twelve Dependable Principles for Thriving

in a Turbulent World, Kevin Kelly


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What is involved in adding value to a product concept?

What is involved in crossing the chasm?

What determines the success or failure of entrepreneurial high-tech firms?

What are the issues in obtaining funding for entrepreneurship, and in dealing with

angels and Venture Capitalists?

Case Study Report

on new Technology

Venture Formation

New Technology Venture Formation Case Study

Each group will prepare a report on based on a case study of new venture. Groups

are encouraged to identify a case study on which to focus. However, we can assist in

identifying case studies if required.

The case study is to focus on such issues as the following issues:

The origins of the technology, the entrepreneurs, the capital and the keycapabilities used by the venture.

The evolution of the product/market concept from first formation. The initial market and how this was assessed. The critical decisions in the development of the venture.

The presentation will be worth 25% of the total (so 5% overall). It will address only

three questions:

1. What were the challenges that the venture had to overcome ie what criticaldecisions needed to be made.

2. How did they overcome each of them3. What are the three key things we have learnt from the case

Report approx 4,000 words

MOT Tools

Foresight

Over the past 20 years, as technology and innovation management has become more

important and more challenging, a wide range of tools have been developed to aid

management decision making. In this session we focus on frameworks and tools for

seeking to identify the key factors that are likely to shape the future evolution of

technologies and markets.

Required Reading

Becker, P. (2002 ) Corporate Foresight in Europe: A First Overview. EuropeanCommission.

UK Cabinet Office (2001) A Futurists Toolbox Methodologies in Futures Work Burgelman, R. and Grove. A. (2001) Strategic Dissonance. In Burgelman, RA,

Maidique, MA, and Wheelwright, SC (eds.). Strategic Management of Technology

and Innovation. McGraw Hill. Irwin Third Edition. 2001.Reading II-12 pp362-373


Johnston, R. (2009 ) Historical Review of the Development of Future OrientedTechnology Analysis in Cagnin,C, Keenan, M. and Johnston, R Future-Oriented

Technology Analysis: Strategic Intelligence for an Innovative Economy.

Springer.

Ruff, F (2006) Corporate foresight: integrating the future business environmentinto innovation and strategy. International Journal of Technology

Management. Volume 34, Number 3-4 / 2006, 278 295


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Kameoka, A. (2004)A challenge of integrating technology foresight andassessment in industrial strategy development and policymaking.

Technological Forecasting & Social Change 71 (2004) 579598

Schwarz J. (2009) Business Wargaming: developing foresight within a strategicsimulation. Technology Analysis and Strategic Management. 21(3): 291-305

See: International Journal of Foresight and Innovation Policy Thomke, S. "Capturing the Real Value of Innovation Tools." MIT Sloan

Management Review47, no. 2 (2006): 24-32.

T. Brady, H. Rush, M. Hobday, A. DaviesD. ProbertS. Banerje. (1997)Tools fortechnology management: An academic perspective.Technovation7, Issue 8,

August 1997, Pages 417-426


What are the different approaches to Foresight?

What are the information bases that foresight draws on?

What are the limitations of foresight?

MOT Tools

Roadmapping

Over the past 20 years, as technology and innovation management has become more

important and more challenging, a wide range of tools have been developed to aid

management decision making. In this session we focus on tools for linking detailed

technology planning with strategies and with external patterns of market demand.

Effectively linking investments in capability development and in the development of

new technology, with corporate strategies is one of the most difficult management

tasks.

Required Reading

Phaal, R., Farrukh, C.J. & Probert, D.R. ,Technology Roadmapping: LinkingTechnology Resources To Business Objectives Available from:

http://www.ifm.eng.cam.ac.uk/ctm/publications/tplan/trm_white_ paper.pdf

(Institute for Manufacturing)

Pieter Groenveld, P. (2007)Roadmapping Integrates business and Technology.Research Technology Management


Phaal, R. et al (2004) Technology roadmappingA planning framework forevolution and revolution. Technological Forecasting & Social Change 71 (2004) 5

26

Irene J. Petrick, I.J. and Ann E. Echols, Technology roadmapping in review: A toolfor making sustainable new product development decisions. Technological

Forecasting and Social Change. Volume 71, Issues 1-2, January-February 2004,

Pages 81-100

Kostoff, R.N.Schaller, R.R. (2001)Science and technology roadmaps.EngineeringManagement, Volume: 48, Issue: 2): 132-143


What can roadmapping be used for?

What are the information bases that roadmapping draws on?

What are the limitations of roadmapping?
http://www.sciencedirect.com/science/journal/01664972http://www.sciencedirect.com/science/journal/01664972http://www.sciencedirect.com/science/journal/01664972http://www.sciencedirect.com/science?_ob=PublicationURL&_tockey=%23TOC%235829%232004%23999289998%23474898%23FLA%23&_cdi=5829&_pubType=J&view=c&_auth=y&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=d687f4544623477d900e6edd5ba35d3bhttp://www.sciencedirect.com/science?_ob=PublicationURL&_tockey=%23TOC%235829%232004%23999289998%23474898%23FLA%23&_cdi=5829&_pubType=J&view=c&_auth=y&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=d687f4544623477d900e6edd5ba35d3bhttp://www.sciencedirect.com/science/journal/01664972


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Technology

Management tools

This is a major individual essay component. The topic will be a review of one or more

major technology/innovation management tools.

The essay will:Provide a careful guide to the nature of the tool and explain its uses.Identify the frameworks and assumptions behind the toolProvide an example of the application of the tool.Assess the limitations of the tool as a guide to practical action.

One reasonably good guide to MOT tools is available at:

http://www.managing-innovation.com./toolbox.php

[See also the wider resources available at:http://www.managing-innovation.com./]

We will provide a more detailed resource supplement during the course, but we

expect you to also search for information.

Producing Solutions:

the growth in

services orientation

in manufacturing

firms.

In highly competitive markets a strong trend is for manufacturing firms to increasingly

provide services in addition to products, in order to offer the customer a solution.

This is major challenge for firms to develop the competencies to become also service

firms- a trend sometimes termed servicification.

Required Reading

Davies, Andrew; Brady, Tim and Hobday, M. (2006), Charting a Path TowardIntegrated Solutions, MIT Sloan Management Review. 47(3): 39-48

Kowalkowski, C. and Brehmer, P-O, (2008) Technology as a Driver for ChangingCustomer-Provider Interfaces. Management Research News. 31(10): 746-757


Oliva, R., Kallenberg, R. (2003), "Managing the transition from products toservices", International Journal of Service Industry Management, Vol. 14 No.2,

pp.160-72.

Davies, Andrew (2004), Moving base into high-value integrated solutions: avalue stream approach, Industrial and Corporate Change, Vol. 13 No. 5, pp.

727-756.

Galbraith, Jay R. (2002), Organizing to deliver solutions, OrganizationalDynamics, Vol. 31 No. 2, pp. 194-207.

Gebauer, Heiko; Fleish, Elgar and Friedli, Thomas (2005), Overcoming theservice paradox in manufacturing companies, European Management Journal,Vol. 23 No. 1, pp. 14-26.

Mathieu, Valrie (2001), Service strategies within the manufacturing sector:benefits, costs and partnership, International Journal ofService Industry

Management, Vol. 12 No. 5, pp. 451-475.

Matthyssens, Paul; Vandenbempt, Koen and Berghman, Liselore (2006), Valueinnovation in business markets: breaking the industry recipe,Industrial

Marketing Management, Vol. 35 No. 6, pp. 751-761.


What is driving servicification in product firms?What new capabilities are required to be effective service firms?
http://www.managing-innovation.com./toolbox.phphttp://www.managing-innovation.com./toolbox.phphttp://www.managing-innovation.com./http://www.managing-innovation.com./http://www.managing-innovation.com./http://www.managing-innovation.com./http://www.managing-innovation.com./toolbox.php


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Group Project:

Technology

ManagementChallenge.


This is the most important assessable component of the course. Each group willchoose one major topic on which they will prepare a major report. More details on

the length of the report and its organization will be provided during the course.

Groups can select one of the topics below or can propose a topic for approval:

How could improved technology management improve the implementation ofIT projects.

How can users contribute to innovation in products and services What is required for managing transitions at the system level What strategies are required for building competencies in firms in developing

countries.

How can manufacturing firms best manage the transition to be solutionproviders an assessment of case studies.


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8. AcademicHonestyThe University of Sydney is committed to the highest standards of academic honesty.

Our emphasis on academic honesty is designed to:

Ensure that students are rewarded for their own intellectual input Educate students about the value of their own intellectual property and that of others Inform students on the appropriate methods of using and building on the work of others via

suitable methods of referencing/citations/acknowledgements

Aid students in the formation of their individual set of ethics.The University is committed to the basic academic right that students receive due credit for work

submitted for assessment. Integral to this is the notion that it is clearly unfair for students to

submit work for assessment that dishonestly represents the work of others as their own. Such

activity represents a form of fraud. The University has a responsibility to the community in

general, and the engineering profession in particular, that graduating students have adequatelydisplayed competency in the required areas.

Plagiarism

Academic dishonesty, in the form of plagiarism, includes:

Copying some or all of another student's assignment without acknowledgement Copying from textbooks or other copyrighted material without acknowledgement

(i.e. trying to pass off other peoples' ideas as your own)

Recycling reports from students from earlier years Fabrication of data Engaging another person to complete an assessment or examination Communicating with other students during an examination Bringing forbidden material into an examination Attempting to read another student's work during an examination Knowingly assisting another student in an act of academic dishonesty

Depending on the nature of the dishonest behaviour penalties may vary from counseling and a

note on your record, through to failure of a Unit of Study, and ultimately to exclusion from the

University.

Your Engineering Studies

In Engineering it is common for students to work in groups to solve problems. This is perfectly

acceptable and we encourage you to work together to help you understand course content.

Unfortunately, this approach often leads to students submitting identical assignments, either in

whole or in part, which is not acceptable. Any written assignment should be only your own work

unless the course lecturer has informed you otherwise. In most circumstances, it is acceptable to

discuss assignments with other students, compare completed assignments, methods and

answers, or ask another student how to do a particular problem.


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Written assignments and tutorial questions are designed to help your learning of important

concepts. It is important to master the concepts in the early year courses, as these form the basis

for most of the more advanced engineering courses in later years. If you attempt to learn by

following other student's assignments you will struggle with the course and with examinations. Itis highly recommended that you never prepare/write your own assignments with the assignment

of another student in front of you.

You should never let someone take your assignment away from you, or let them copy from you

as this can be penalised as dishonest behaviour. Experience also suggests that you should be

wary of letting another student submit an assignment on your behalf.

Some students are tempted to copy or even purchase someone else's work due to either not fully

understanding the concepts or because of other demands on their time. This is totally

unacceptable, and will be heavily penalized.

If you are in doubt about acceptable or unacceptable practices, you should consult with the

Teaching Manager. Further details of the University's Academic Honesty policy and the

responsibilities of staff and students can be found athttp://www.usyd.edu.au/senate/policies/Plagiarism.pdf

If you are in any doubt as to what constitutes plagiarism, please speak to your tutor.

9. Guide to ReferencingThe Harvard author-date style of referencing is utilised in this course. Please take the time to

learn this system, as poor referencing can result in reduced marks or a plagiarism warning.

What needs to be referenced?

All material that you use or refer to MUST be cited, both within the text where it is referred to,

and then a full reference should appear in the bibliography. This is true not only for quoted text,

but also material you have paraphrased, figures you have copied, etc.

Quotes

Any text which is quoted should appear in quotation marks with the citation immediately

afterward. For example:

5.If more than a few words are being quoted, put the quote in its own paragraph, and indent it. It

should not be necessary to quote more than an occasional sentence or two. For example:

Communication plans can be used to deliver the desired responses when using other

communication methods. (Dowling, et al, 2010 p462)

The aim of academic writing is to influence thinking on a subject, or to change practice, by

presenting ideas or research outcomes to practitioners and to the wider academic community.

Most research papers are peer reviewed before they are accepted for presentation at a

conference or for publication in a journal. (Dowling, et al, 2010 p466)
http://www.usyd.edu.au/senate/policies/Plagiarism.pdfhttp://www.usyd.edu.au/senate/policies/Plagiarism.pdfhttp://www.usyd.edu.au/senate/policies/Plagiarism.pdf


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Pictures, Figures & Equations

Any pictures, figures, or equations which you use in your report should have the source listed in

the caption, or within the text immediately adjacent to the item.

Bibliography

The bibliography should contain a complete reference, which should allow the reader to locate

the information referenced, right down to the page. The following list shows what must be

included for each type of publication referenced.

In-text & Citations

The following are guidelines to referencing. For guidelines on referencing source material not

listed here, please see the useful links below.

Citation Example

Book

In-text (author/s, date) (Leedy & Ormrod, 2001)

Bibliography author/s, date, Title, Edition,

publisher, place of publication,

page number/s (if quoting)

Leedy P & Ormrod J, 2001, Practical Research: planning

and design, 7th

Ed, Pearson Education International, New

Jersey

Book Chapter

In-text (author/s, date) (Wiley, et al, 2010)

Bibliography author/s, date, Chapter Title, ineditors, Title of Book, Edition,

publisher, place of publication,

pages of chapter

Grandstrand O, 2005, Innovation and IntellectualProperty Rights, J Fagerberg, D C Mowery & R R Nelson

(eds), The Oxford Handbook of Innovation, Oxford

University Press, New York, pp266-290

Journal Article

In-text (author/s, date) (Enright & Roberts, 2001)

Bibliography author/s, date, Article Title,

Journal Title, Volume/Edition,

pages

Enright M & Roberts B, 2001, Regional Clustering in

Australia,Australian Journal of Management, Vol 26

(special edition), pp65-85

Website

In-text (author/s, date) (Arch & Letourneau 2002)

Bibliography author/s, date, Title Page, in

Website Title, Access date,

source

Arch, A & Letourneau, C 2002, 'Auxiliary Benefits of

Accessible Web Design', in W3C Web Accessibility

initiative, accessed 26 February 2004, from

http://www.w3.org/WAI/bcase/benefits.html

Further Information

Some useful websites for referencing guidelines:http://elearning.library.usyd.edu.au/learn/referencing/index.php

http://www.lib.unimelb.edu.au/cite/harvard_dis/
http://elearning.library.usyd.edu.au/learn/referencing/index.phphttp://elearning.library.usyd.edu.au/learn/referencing/index.phphttp://www.lib.unimelb.edu.au/cite/harvard_dis/http://www.lib.unimelb.edu.au/cite/harvard_dis/http://www.lib.unimelb.edu.au/cite/harvard_dis/http://elearning.library.usyd.edu.au/learn/referencing/index.php


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10. ENGG 5214 MOT: The Final AssignmentDue date: 5 Nov.

Length: Minimum length of 8,000 words.


This is the most important assessable component of the course. Each group will choose one major topic

on which they will prepare a major report. Groups can select one of the topics below or can propose a

topic for approval:

How could improved technology management improve the implementation of IT projects? How can users contribute to innovation in products and services? What is required for managing transitions at the system level? What strategies are required for building competencies in firms in developing countries? How can manufacturing firms best manage the transition to be solution providers? an

assessment of case studies.

The management challenge you select is then the focus for the analysis and report. That analysis and

report should:

Draw on at least two topics of the course; Discuss the dynamics of the situation: drivers, enablers, barriers Identify the frameworks that are relevant for analysis, strategy and action; Identify the competencies that are required for effective technology management particularly in

relation to the most difficult challenges;

Discuss how these competencies are developed; and Use professional referencing etc and absolutely avoid any form of plagiarism.

What are frameworks for strategy and management?

In one way or another every analysis and every strategy is based on some form of framework - however

simple. Just as a machine or design is based on engineering knowledge so strategies are based on some

form of management knowledge. In both cases we are dealing with systems, possibly quite complex

systems, and we need a basis for understanding that system, analysing its performance, and acting to

improve or change the system. It is this knowledge that forms the 'framework'.

However, in the area of technology and innovation management the systems are often very complex and

open ie subject to effects from other systems and highly specific to the context. Unlike engineering

there are few universal rules, although there are many broad guidelines. This difference has a particularly

important implication for technology and innovation management. Organisations cannot simply design

and implement strategies based on general principles. They must learn to build approaches that work in

their situation, starting from general principles. Building effective approaches to learning and then

continuously improving the organisation and management of technology and innovation in the light of

that learning is a central challenge in this field. This is a lot harder than it might seem.


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This framework (or theory) is the basis for deciding what variables or actors are most important, what is

the relationship between variables (ie the paths of causation and interaction). It is also the basis for the

justification, the rationale, for the actions proposed, and the basis for the any systems of performance

management.

For example, if the challenge is to improve the innovativeness of a firm we must first decide what

contributes to innovativeness, which factor is most important (eg R&D, creativity, culture, incentives,

marketing) are there pre-requisites or co-requisites, how best do we address that factor? etc. We should

also have an idea about what types of investment (eg in hiring new people, training, new equipment etc)

will be important, how long it will take to improve, and how we can best measure improvement. All of this

becomes particularly important


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11. RESOURCE GUIDEUseful on Innovation Management:

Babcock, D.L. and LC Morse . Managing Engineering and Technology. 4th. Prentice Hall 2006 Friedman, R. S. , DM Roberts, and JD Linton, Principle Concepts of Technology and Innovation

Management Premier reference Source, 2007

Burgelman, R.A., Maidique, M. & Wheelwright, S. (Eds) Strategic Management of Technology andInnovation. 3rd Edition. McGraw Hill Irwin 2001. [BMW]

Dorf ,R. C. (1998) (Ed) The Technology Management Handbook. CRC Press, IEEE Press. [TMH] 27th Annual National Conference of the American Society for Engineering Management 2006:

Managing Change: Managing People and Technology in a Rapidly Changing Worldby American

Society for Engineering Management (Paperback - Mar 2007)

Tidd, J. Besant, J. and Pavitt, K. Managing Innovation: Integrating Technological, Market andOrganisational Change. Wiley Third Edition. 2005.

Schilling, M.A. 2008. Strategic Management of Technological Innovation. 2nd Edition. New York:McGraw-Hill Publishers.

Betz, F. (2003) Managing Technological Innovation. Wiley and Sons Burgelman, RA, Maidique, MA, and Wheelwright, SC (eds.). Strategic Management of Technology

and Innovation. McGraw Hill. Irwin Third Edition. 2001.

Tushman, ML and Anderson, P (eds.). Managing Strategic Innovation and Change. OUP. 1997. Christensen, CM, Innovation and the General Manager. Homewood IL: Richard D. Irwin. 1999. Schilling, M.A. Strategic Management of Technological Innovation. McGraw Hill 2005 Davila, T. Epstein, M.J.; and Shelton, R. Making Innovation Work. How to Manage it, Measure it

and Profit from it. Wharton School Publishing. 2006

Mayle, David (2006) Managing Innovation and Change (3rd Edition) Sage/Open UniversityBusiness School.

Afuah, A.. ,Innovation Management, Strategies, Implementation And Profit Oxford UniversityPress 2nd Edition. 2003

Utterback, J. ., Mastering The Dynamics Of Innovation Harvard Business School Press 1994 Barney, J. Gaining And Sustaining Competitive Advantage Prentice Hall 2 Nd Edition 2002 Mckelvey, M.D. , Evolutionary Innovations Oxford University Press 1996 (2003 Reprint) Twiss, B. & Goodridge, M. , Managing Technology For Competitive Advantage: Integrating

Technological And Organisational Development From Strategy To Action Pitman 1989

Ulrich, K.T. & Eppinger, S.D. ,Product Design And Development Irwin/Mcgraw-Hill 3rd Edition 2004 Dussauge, P., Hart, S. & Ramanantsoa, B. , Strategic Technology Management Wiley 1992 Probert, D. , Developing A Make Or Buy Strategy FOR MANUFACTURING BUSINESS Institution of

Electrical Engineers 1997

Sullivan, N. ,Technology Transfer: Making The Most Of Your Intellectual Property Cam

bridge

University Press 1995
http://www.amazon.com/National-Conference-American-Engineering-Management/dp/1604237147/ref=sr_1_40?ie=UTF8&s=books&qid=1223020568&sr=1-40http://www.amazon.com/National-Conference-American-Engineering-Management/dp/1604237147/ref=sr_1_40?ie=UTF8&s=books&qid=1223020568&sr=1-40http://www.amazon.com/National-Conference-American-Engineering-Management/dp/1604237147/ref=sr_1_40?ie=UTF8&s=books&qid=1223020568&sr=1-40http://www.amazon.com/National-Conference-American-Engineering-Management/dp/1604237147/ref=sr_1_40?ie=UTF8&s=books&qid=1223020568&sr=1-40http://www.amazon.com/National-Conference-American-Engineering-Management/dp/1604237147/ref=sr_1_40?ie=UTF8&s=books&qid=1223020568&sr=1-40


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Journals

Management Journals with a Strong Relevance to MOT

Academy of Management Journal

Administrative Science Quarterly [web]

American Economic Review [web]

American Sociological Review [web]

Industrial and Corporate Change [web]

Journal of Economics & Management Strategy [web]

Management Science .web.

Organizational Science .web.

Rand Journal of Economics .web.

Strategic Management Journal .web.

MOT-Specific Journals

IEEE Transactions on Engineering Management .web.

Innovation: Management, Policy & Practice

International Journal of Technology Management .web.

International Journal of Technology Management and Sustainable Development

International Journal of Technology Policy and Management

International Journal of Technology Transfer and Commercialisation

Journal of Business Venturing .web.

Journal of Engineering and Technology Management .web.

Journal of Product Innovation Management .web.

Journal of Technology Management & Innovation

R&D ManagementResearch Policy .web.

Research Technology Management .web.

Technology Forecasting and Social Change .web.

The Journal of High Technology Management Research

Other Useful Journals

Academy of Management Review .web.

Business History Review .web.

California Management Review .web.

Harvard Business Review .web.

Journal of Economic Literature .web.Journal of Economic Perspectives .web.

Journal of Industrial Economics .web.

Quarterly Journal of Economics .web.

Sloan Management Review .
http://www.johnson.cornell.edu/publications/asq/http://www.johnson.cornell.edu/publications/asq/http://www.johnson.cornell.edu/publications/asq/http://www.aeaweb.org/aer/http://www.aeaweb.org/aer/http://www.aeaweb.org/aer/http://www.asanet.org/journals/asr/http://www.asanet.org/journals/asr/http://www.asanet.org/journals/asr/http://icc.oupjournals.org/http://icc.oupjournals.org/http://icc.oupjournals.org/http://www.kellogg.nwu.edu/research/journals/JEMS/http://www.kellogg.nwu.edu/research/journals/JEMS/http://www.kellogg.nwu.edu/research/journals/JEMS/http://www.informs.org/Pubs/Mansci/http://www.informs.org/Pubs/Mansci/http://www.informs.org/Pubs/Mansci/http://www.gsm.uci.edu/orgscihttp://www.gsm.uci.edu/orgscihttp://www.gsm.uci.edu/orgscihttp://www.rje.org/http://www.rje.org/http://www.rje.org/http://www.interscience.wiley.com/jpages/0143-2095/http://www.interscience.wiley.com/jpages/0143-2095/http://www.interscience.wiley.com/jpages/0143-2095/http://www.ieee.org/organizations/pubs/transactions/tem.htmhttp://www.ieee.org/organizations/pubs/transactions/tem.htmhttp://www.ieee.org/organizations/pubs/transactions/tem.htmhttp://www.inderscience.com/ejournal/t/ijtm/ijtmabsindex.htmlhttp://www.inderscience.com/ejournal/t/ijtm/ijtmabsindex.htmlhttp://www.inderscience.com/ejournal/t/ijtm/ijtmabsindex.htmlhttp://www.elsevier.com/inca/publications/store/5/0/5/7/2/3/http://www.elsevier.com/inca/publications/store/5/0/5/7/2/3/http://www.elsevier.com/inca/publications/store/5/0/5/7/2/3/http://www.elsevier.nl/inca/publications/store/5/0/5/6/4/8/http://www.elsevier.nl/inca/publications/store/5/0/5/6/4/8/http://www.elsevier.nl/inca/publications/store/5/0/5/6/4/8/http://www.pdma.org/journal/http://www.pdma.org/journal/http://www.pdma.org/journal/http://www.jotmi.org/http://www.elsevier.com/inca/publications/store/5/0/5/5/9/8/index.htthttp://www.elsevier.com/inca/publications/store/5/0/5/5/9/8/index.htthttp://www.elsevier.com/inca/publications/store/5/0/5/5/9/8/index.htthttp://www.iriinc.org/webiri/rtm.cfmhttp://www.iriinc.org/webiri/rtm.cfmhttp://www.iriinc.org/webiri/rtm.cfmhttp://www.iamot.org/tfsc/http://www.iamot.org/tfsc/http://www.iamot.org/tfsc/http://aom.pace.edu/AMR/http://aom.pace.edu/AMR/http://aom.pace.edu/AMR/http://www.hbs.edu/bhr/http://www.hbs.edu/bhr/http://www.hbs.edu/bhr/http://www.haas.berkeley.edu/News/cmr/http://www.haas.berkeley.edu/News/cmr/http://www.haas.berkeley.edu/News/cmr/http://harvardbusinessonline.hbsp.harvard.edu/b01/en/hbr/hbr_home.jhtmlhttp://harvardbusinessonline.hbsp.harvard.edu/b01/en/hbr/hbr_home.jhtmlhttp://harvardbusinessonline.hbsp.harvard.edu/b01/en/hbr/hbr_home.jhtmlhttp://www.aeaweb.org/journal.htmlhttp://www.aeaweb.org/journal.htmlhttp://www.aeaweb.org/journal.htmlhttp://www.aeaweb.org/jep/http://www.aeaweb.org/jep/http://www.aeaweb.org/jep/http://www.essex.ac.uk/jindechttp://www.essex.ac.uk/jindechttp://www.essex.ac.uk/jindechttp://mitpress.mit.edu/catalog/item/default.asp?ttype=4&tid=8http://mitpress.mit.edu/catalog/item/default.asp?ttype=4&tid=8http://mitpress.mit.edu/catalog/item/default.asp?ttype=4&tid=8http://mitpress.mit.edu/catalog/item/default.asp?ttype=4&tid=8http://www.essex.ac.uk/jindechttp://www.aeaweb.org/jep/http://www.aeaweb.org/journal.htmlhttp://harvardbusinessonline.hbsp.harvard.edu/b01/en/hbr/hbr_home.jhtmlhttp://www.haas.berkeley.edu/News/cmr/http://www.hbs.edu/bhr/http://aom.pace.edu/AMR/http://www.iamot.org/tfsc/http://www.iriinc.org/webiri/rtm.cfmhttp://www.elsevier.com/inca/publications/store/5/0/5/5/9/8/index.htthttp://www.jotmi.org/http://www.pdma.org/journal/http://www.elsevier.nl/inca/publications/store/5/0/5/6/4/8/http://www.elsevier.com/inca/publications/store/5/0/5/7/2/3/http://www.inderscience.com/ejournal/t/ijtm/ijtmabsindex.htmlhttp://www.ieee.org/organizations/pubs/transactions/tem.htmhttp://www.interscience.wiley.com/jpages/0143-2095/http://www.rje.org/http://www.gsm.uci.edu/orgscihttp://www.informs.org/Pubs/Mansci/http://www.kellogg.nwu.edu/research/journals/JEMS/http://icc.oupjournals.org/http://www.asanet.org/journals/asr/http://www.aeaweb.org/aer/http://www.johnson.cornell.edu/publications/asq/


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Associations

Academy of Management TIM Division INFORMS Technology Management Section International Association for Management of Technology (IAMOT) International Society for Professional Innovation Management (ISPIM) Product Development and Management Association (PDMA)

PICMET

Management of Engineering & Technology, 2008. PICMET 2008. Portland InternationalConference on

Management of Engineering and Technology, Portland International Center forTechnologyManagement for the Global Future, 2006. PICMET 2006

Management of Engineering and Technology, 2003. PICMET '03. Technology Management forReshaping the World. Portland International Conference on

Management of Engineering and Technology, 2001. PICMET '01. Portland InternationalConference on

Management of Engineering and Technology, 1999. Technology and Innovation Management.PICMET '99. Portland International Conference on

Innovation in Technology Management - The Key to Global Leadership. PICMET '97: PortlandInternational Conference on Management and Technology

Research Institutions and Centers

Chalmers (Sweden) Carnegie Mellon Entrepreneurship Center EPFL (Switzerland) Intellectual Property Research Institute of Australia Kellogg (Northwestern) Center for Research in Technology & Innovation MINT (McMaster) MIT Center for Innovation in Product Development MIT Entrepreneurship Center NBER SPRU U. Maryland Center for Entrepreneurship Wharton: knowledge@wharton
http://www.aomtim.org/http://www.aomtim.org/http://tms.section.informs.org/http://tms.section.informs.org/http://www.iamot.org/http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4591409&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4591409&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4591409&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4349300&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4077348&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4077348&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4077348&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4077348&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=8667&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=8667&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=8667&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=7553&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=7553&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=7553&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=6378&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=6378&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=6378&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4876&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4876&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4876&conhome=10096http://www.chalmers.se/tmehttp://www.chalmers.se/tmehttp://www.tepper.cmu.edu/faculty-research/research-centers/donald-h-jones-center-for-entrepreneurship/index.aspxhttp://www.tepper.cmu.edu/faculty-research/research-centers/donald-h-jones-center-for-entrepreneurship/index.aspxhttp://cdm.epfl.ch/homepage.phphttp://cdm.epfl.ch/homepage.phphttp://www.ipria.org/http://www.ipria.org/http://www.kellogg.northwestern.edu/research/tech/http://www.kellogg.northwestern.edu/research/tech/http://mint.mcmaster.ca/mint/others.htmhttp://mint.mcmaster.ca/mint/others.htmhttp://web.mit.edu/cipd/http://web.mit.edu/cipd/http://entrepreneurship.mit.edu/index.phphttp://entrepreneurship.mit.edu/index.phphttp://www.nber.org/http://www.nber.org/http://www.sussex.ac.uk/spru/index.htmlhttp://www.sussex.ac.uk/spru/index.htmlhttp://www.rhsmith.umd.edu/dingman/http://www.rhsmith.umd.edu/dingman/http://knowledge.wharton.upenn.edu/http://knowledge.wharton.upenn.edu/http://knowledge.wharton.upenn.edu/http://www.rhsmith.umd.edu/dingman/http://www.sussex.ac.uk/spru/index.htmlhttp://www.nber.org/http://entrepreneurship.mit.edu/index.phphttp://web.mit.edu/cipd/http://mint.mcmaster.ca/mint/others.htmhttp://www.kellogg.northwestern.edu/research/tech/http://www.ipria.org/http://cdm.epfl.ch/homepage.phphttp://www.tepper.cmu.edu/faculty-research/research-centers/donald-h-jones-center-for-entrepreneurship/index.aspxhttp://www.chalmers.se/tmehttp://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4876&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4876&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=6378&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=6378&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=7553&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=7553&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=8667&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=8667&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4077348&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4077348&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4349300&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4591409&conhome=10096http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=4591409&conhome=10096http://www.iamot.org/http://tms.section.informs.org/http://www.aomtim.org/


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Database Content Notes

ABI/Inform global

full-text

Worldwide business periodicals for information on advertising, marketing,

economics, human resources, finance, taxation, computers, and more. Also,information on 60,000+ companies.

Business source

premier

EBSCOhost provides access to: Australia/New Zealand Reference Centre ; Business

Source Premier (1990+) ; World Magazine Bank (1995+), and Econlit (1969+).

FactivaFactiva is a global news and business information service that combines the content

sets of Dow Jones Interactive and Reuters Business Briefing. Coverage is from 1985.

InfoTrac

World Wide Web database service, which provides a single access point to InfoTrac

databases, indexes, abstracts and full text journal articles. InfoTrac provides full text

and images from a mix of sources such as periodicals, newspapers, directories,

handbooks, encyclopedias and investment reports. Databases available are:

Expanded Academic and LegalTrac

Connect4

Provides searchable access to Australian company information. University of

Queensland Library subscribes to: Annual reports; Company prospectuses; Mergers

and acquisitions.

Web of knowledge

ISI Web of Knowledge is a platform for searching individual ISI products or multiple

products simultaneously. Access is to Web of Science, Current Contents Connect and

ISI Journal Citation Reports.

ScienceDirect

Provides access to more than 1,550 journals across sixteen fields of science, including

the social sciences, published by Elsevier Science from 1995 onwards. ScienceDirect

includes Academic Press and Harcourt Health Sciences imprints in full text from 1993

onwards.

Exploring further

Start with the following key internet sites for this subject -

TechMan http://www.techman.org/

Australian Science and Technology Online http://www.asto.com.au/

Biz/ed http://www.bized.ac.uk/

Management of Innovation and New Technology Research

Centrehttp://irc.mcmaster.ca/

The World-Wide Web Virtual Library - Knowledge

Managementhttp://www.brint.com/km/

UM TECHTransfer http://www.techtransfer.umich.edu/

AVEL Sustainability Knowledge Network http://avel.edu.au/

Websites

Management of Technology Message Board (JISCMAIL)

Searching for Cases

http://www caseplace org/mycaseplace asp
http://library.uq.edu.au/record=e1000344http://library.uq.edu.au/record=e1000344http://library.uq.edu.au/record=e1000344http://library.uq.edu.au/record=e1000161http://library.uq.edu.au/record=e1000161http://library.uq.edu.au/record=e1000161http://library.uq.edu.au/record=e1000561http://library.uq.edu.au/record=e1000561http://library.uq.edu.au/record=e1000405http://library.uq.edu.au/record=e1000405http://library.uq.edu.au/record=e1000118http://library.uq.edu.au/record=e1000118http://library.uq.edu.au/record=e1001096http://library.uq.edu.au/record=e1001096http://library.uq.edu.au/record=e1000113http://library.uq.edu.au/record=e1000113http://www.techman.org/http://www.techman.org/http://www.asto.com.au/http://www.asto.com.au/http://www.bized.ac.uk/http://www.bized.ac.uk/http://irc.mcmaster.ca/http://irc.mcmaster.ca/http://www.brint.com/km/http://www.brint.com/km/http://www.techtransfer.umich.edu/http://www.techtransfer.umich.edu/http://avel.edu.au/http://avel.edu.au/http://avel.edu.au/http://www.techtransfer.umich.edu/http://www.brint.com/km/http://irc.mcmaster.ca/http://www.bized.ac.uk/http://www.asto.com.au/http://www.techman.org/http://library.uq.edu.au/record=e1000113http://library.uq.edu.au/record=e1001096http://library.uq.edu.au/record=e1000118http://library.uq.edu.au/record=e1000405http://library.uq.edu.au/record=e1000561http://library.uq.edu.au/record=e1000161http://library.uq.edu.au/record=e1000161http://library.uq.edu.au/record=e1000344http://library.uq.edu.au/record=e1000344

Documents

ENGG5214 Course Outline 2010