The future of technology management

Journal of Product Innovation Management, 1989

Steele embarks on a agers face. He provides tools for survival. The reader finds many disparaging words but quickly realizes that the words are not cynical. They describe the pitfalls that can be avoided if one learns from Steele's collective words of wisdom. "Technologies are fated to be replaced, even though most attempts to do so will fail." The paradox of innovation, or change that creates value, is .I management trap: if a manager says no to all proposals for major innovation, he will be right perhaps 95% of the time: the other ,CsI ma) destroy his business. Unfortunately. the 5% of successes is not readily distinguishable in advance frolm he 95% of failures. Steele points out that management of technology involves balancing the tensions between stable operational management and the changes necessary for survival and growth. Strategic management addresses the question of whether and how the enterprise must be changed in order to survive and achieve its potential. t, according to Steele, tension between contraictory requirements. Nontechnical an and must acquire and practice the and insights of managing technolog leave technology to the specialists. and renew& issue

International Journal of Services Technology and Management, 2000

After independence in 1947, India started implementing its developmental plans by acquiring technology in various sectors of industry. Technologies were acquired in the infrastructural and utility industry in selected ways. A few firms in the country were allowed to borrow technology to manufacture automobiles. Technology started flowing freely into the Indian automobile industry from various parts of the world after 1983 when the process of economic reforms began. Technology acquisition took place using a variety of models. Firms acquiring technology from abroad had to abide by technology absorption norms as laid down by the Government of India till fierce liberalization began in May 1991. The study presented in this article analyses the technology management practices of three leading joint ventures in the Indian automobile industry which have acquired technologies during 1984 using similar models of technology transfer and are now facing competition from other players entering the Indian market. Profitability, liquidity and turnover ratio analysis was carried out to assess the firms' financial health. Input from the industry-wide questionnaire survey is presented to compare the perception of the firm's performance with respect to industry on selected variables. The situation-actor-process-learning-action-performance (SAP-LAP) paradigm was used to analyse the cases. Learning issues have been synthesized. The study took nearly 10 months and was concluded in October 1996. He has consulted widely to governmental and private industrial organizations. He has a special interest in flexibility in management and has also proposed a situation-actor-process-learning-action-performance (SAP-LAP) model for management.

Scientific Research and Essays, 2010

In respect of organizations, it is possible to maintain their manufacturing efficiently and productively by making right decisions at the right times. And, they should realize their investments related to advanced technologies to respond to customer needs and expectations and sustainable competition. The process connected with these investments which have high cost is complex and have many unknowns. The comprehension of technology management has become important in recent years to manage successfully that process. This study is focused on the relationship between technology management and advanced production-management technologies. By this aim, a survey done in Turkey Automotive Sector has been given a place. In the search, the situation about technology management is considered by evaluating data related to using advanced technology in organizations. Automotive sector is one of the sectors which are most affected by the changing of economical and social conditions. From the result...

2013

In today’s world, technology strategy development for industries is one of the most important tasks in

ne of the basic reasons for secondary market research is to pave the way for primary market research. It gives enough information to know what to ask for primary research. This paper is a review of literature for the topics technology management, organizational performance related to auto ancillary industry. This paper is a compilation of secondary research available in the field of topics under study. The purpose of this paper is to gather the information through secondary resources such as Research Reports, Thesis Government Publications, Annual reports of the companies, Books, Journals Websites etc. With the proper knowledge of existing research researcher will find the research gaps to decide the scope and objectives of the study. This paper is entirely based on secondary resource only.

2004

Owing to increased technological relatedness, managers are believed to be under increased pressure to develop competencies around a growing number of technologies. In this paper, by measuring the co-patenting activities of large firms between 1890-1932; 1940-1968 and 1969-1995 we present evidence of this phenomenon. Our results show that formerly unrelated technologies have indeed become related; that different groups of technologies drive the phenomenon in different periods and that the role of associated versus non-associated firms in forging these relationships changes through time. Addresses for correspondence:

Best Paper Proceedings Academy of Management Boston, 2019

A succession of technological discontinuities and dominant designs between automakers has historically epitomized the automotive industry. This is a complex and uncertain process of innovation in which the technology variable is intertwined with business decisions. In this regard, innovation scholars have questioned the conditions under which the succession of technological discontinuities and dominant designs can be successfully managed. This article joins the debate through a detailed historical analysis of the strategies pursued by Henry Ford from 1896 to 1914. The case study suggests that Ford dynamically managed this succession by pursuing five strategies: 1) experimentation with product architecture; 2) short-term partnerships for knowledge exchange; 3) the democratization of product architecture; 4) a transition from rational to emotional advertising; and 5) the vertical integration of an integrated moving assembly line. Drawing on these insights, we provide theoretical contributions and an original historical comparison of Ford Motor Company with Tesla, Inc.

We propose a somewhat modified conception of technology and technological capability. We explain why there is a need in modern companies to manage technologies and what a new paradigm of management of technology is. At the end, we present a technology audit model as a tool for managers of technology.

Article

"Importance of advancement of new technology in automobile industry with particular focus on Pakistan Suzuki Company’s current implementation has been identified. The study is descriptive in nature, as sampling technique in the study is convenient as the company has not provided the sampling framework. Perception of advance technology survey has been conducted on 100 employees of Pakistan Suzuki motor company on the basis of four variables such as designing, manufacturing, planning and research, and engineering. The findings highlight that all the variables have strong correlations with new technology and firm business objectives. Moreover, inferential analysis indicates that majority of employees believe that the performance of the company has tremendously increased with the use of new technology. It is suggested that employees’ perception towards impact of technology on business objectives should be conducted at a wider level. The effect of other factors on firm business objectives has been discussed and conclusion has been drawn accordingly."

Technological advancements have helped businesses and organizations save time and cost of production, which has been an advantage to all business, they manage these advancements to gain competitive advantage. This paper discusses the importance and need of technology and innovation strategy into business strategy to achieve overall competitive advantage for the company. The use of technology and innovation in value creation system is highlighted in a way that it plays a pivotal role in productivity, economic growth, increasing wealth in socioeconomic environment, and evolution of entire industries. In the gloabalized business, companies require strategic thinking and only by evolving good corporate strategies they can become strategically competitive. Strategy formation and execution in the context of technology is discussed that technology strategy should be aligned to corporate strategy competitiveness for the company. Moreover, what benefits companies can get from these are highlighted and discussed in relation to corporate business strategy. As an example, RFID Deployment in INDIAN RAILWAYS: A case study of E-Transport Initiative in India becoming a market leader using technology strategy has also been discussed in this paper.

1996

We explore some of the challenges in forecasting customer acceptance of products that revolutionize product categories or define new categories. Specifically we address future conditioning, full information, user experience, user control, and active search. We describe a new method based on multimedia computing technology that allows us to accelerate information to consumers so that they can react to a really-new product in a full-information setting. We describe the application of this technology to forecasting the sales of electric vehicles and illustrate what has and what has not yet been accomplished. After reporting on the managerial implications for the electric vehicle we discuss other applications and initial data on external validity. We close with research challenges including expected advances in the technology.

Journal of Marketing, 1987

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International Motor Vehicle Program and the Reginald Jones Center at Wharton

Business Horizons, 1995