INTRODUCTION

Technology Management Activities and Tools

Contents

IntroductionSyllabusConceptsWhy Technology

Management

Concepts

TechnologyScience InnovationManagementTechnology

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 newA 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 innovationsArchitecturalModular

Innovation at the System Level

Competitors

SuppliersLeading edge

customers

Strategic

partnerships

Innovation

activities

in the firm

Management

FOUR FUNCTIONS OF THE MANAGERIAL PROCESS

LEADING

CONTROLLING ORGANIZING

PLANNING

PeopleMoney

Machines

Materials

Doing the right things

TWO PERFORMANCE DIMENSIONS

Efficiency=making best useof resourcesin achieving goals

Effectiveness=choosing effectivegoals and achievingthem

Doing things right

What’s going onin there?

Technologythe black box

The manager’s/economist’s view of innovation

The engineer’s view of innovation

What’s going onout there?

ManagementEngineering/

ScienceManagement of

Technology

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.

Understanding TMMicro 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 basedPorter model

Teece model: Dynamic capabilities

Porter model Industry-competitor analysisPositioningStrategic investments

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.

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 approach3) 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

TechnologyManagement

KnowledgeManagement

Why TM?

Dynamics behind TM:Change in production systemsChange 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, 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)

Examples

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

Example 2: Boeing(Lind, 2006)