Presented by : Swechchha Paudyal

Rajesh KC

Alok Upadhayay

SOURCES OF IDEAS FOR TECHNOLOGY AND INNOVATION MANAGEMENT

TECHNOLOGY• Specific type of machine, equipment or plant.

• application of scientific knowledge for practical purpose.

• knowledge devoted to creating , processing and extracting of materials.

• human knowledge which involves tools, material & systems.

INNOVATION• Includes both new technology and new ways of doing things.• Successful exploitation of new ideas

• Exploit change as an opportunity for a different business or service

• Competitive advantage achieve through acts of innovation

INTRODUCTION TO TIM• Offers understanding of the nature of innovation

relationship between strategic leaders and innovation• provides executives with the understanding of how

technology works in the innovation process and enables them to make sound business decisions

• specific role  is to develop the technical entrepreneurs and professional managers of technological innovation who will lead companies to the international forefront.

THREE MAIN FUNCTION OF TIM

• Planning • Organizing• Controlling

TRIPLE HELIX CONCEPT• Developed by Henry Etzkowitz e Loet Leydesdorff• Three sector of knowledge is university, industry &

government• Based in the perspective of university as a leader of the

relationship with industry and government to generate new knowledge , innovation & economic development.

• Interaction between the three helix as a way of identify and deal question related with change.

The Triple Helix (TH) concept comprises three basic elements: (1)a more prominent role for the university in innovation, on a par

with industry and government in a knowledge–based society

(2)a movement toward collaborative relationships among the three major institutional spheres, in which innovation policy is increasingly an outcome of interaction rather than a prescription from government

(3) in addition to fulfilling their traditional functions, each institutional sphere also “takes the role of the other” performing new roles as well as their traditional function. Institutions taking non-traditional roles are viewed as a major potential source of innovation in innovation.

THREE DIMENSION OF HELIX CONCEPT

GOVERNMENT IN TH MODEL

• Statists’ configuration- Driving academia and industry e.g.: Russia, China, Some

Latin American and Eastern European countries• Laissez-faire configuration- Limited government intervention in the economy, e.g. US,

some Western Europe countries• Balanced configuration- Universities and other knowledge institutions act in

partnership with industry and government

PRODUCTIVITY AND TH CONCEPT

• Central role of investments in new knowledge in economic growth.

• Employment opportunities and international competitiveness.

• New methods and standard • Creativity and knowledge based capabilities and skills are

needed.• Technology components and knowledge in economic

growth models• Science and technology

PRODUCTIVITY PARADOX1. Swedish paradox- R&D- Patents- Human capital- Education- Creativity and culture

2. European Paradox

3. Japanese Paradox- Management principles and practices- Entrepreneurship- Leadership and emergence of technology

OVERLAP AMONG THREE SUBSYSTEM

NECESSITY OF TIM

• Rapid pace of technological changes • Rapid speed of technological development which

shortened product life cycles• Need to minimize time for product development • Maximize competitiveness • Changing management tools caused by rapid

technology changes.• Policies and strategy developed for firms,

industries and national economies.

CROSS-FUNCTIONAL TIM MODEL• Technology and Innovation management implies

Planning and organizing Leading and directing Organizing, coordinating and controlling all

technology activities • Provide continuous success • Technology transfer, R&D and operations• Operations competitiveness of the firm closely related to

its innovative capabilities.• Government’s special roles in creating policies and

funding research and development• Educational and entrepreneurial activities

GENERAL CROSS-FUNCTIONAL MODEL

TECHNOLOGY MANAGEMENT MODEL

GOVERNMENT PERFORMANCE IN TI MANAGEMENTPlanning

- Investments in technological and innovative

activities

Organizing

- Infrastructure, public administration and

cooperation support

Controlling

- National economy

- R&D

- Technology transfer

- Entrepreneurship outcomes

MEASURING GOVERNMENT PERFORMANCE

• Economy (inputs) and efficiency (costs)• Institutional arrangements, policy making• Technological-competence• R&D• Demand-creating• Strategic performance management