Technological management: a tentative research agenda

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

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There is rarely a coherent attempt to synchronize contemporary management literature to a solid theoretical base-school of thought, despite the inability of conventional management approach to effectively address organizational needs in many industries. Historically management techniques evolved through a number of approaches and stabilize in conventional school for some time. However, the rapidly changing technology-driven marketplace meant even the sophisticated conventional design falls short of engendering corporate excellence in many markets. Consequently, Digital Equipment and PZ Nigeria records outright collapse and serious erosion of market share in spite of exceptional conventional management design. Hence, the paper traced the height and limitations of conventional management. In addition to historical perspective, a number of overlapping factors meant that technology management is inescapable to managers. These factors collectively underscore the pervasive nature of technology and the need for its formal management. The paper recommends neither theoretical novelty nor conventional wisdom should substitute situational analysis in the choice of relevant management approach.

Journal of Engineering and Technology Management, 2016

This paper is aimed at current and future managers in the field of technology management (TM), and those who train and educate them. After briefly describing TM as a management discipline, the potential challenges likely to rise in the field are introduced according to three processes given in the TM framework: innovation, operation and strategy. Then, a set of propositions are developed regarding the potential impact of those challenges on TM professionals. Concentrating on a long term perspective provides TM professionals with the opportunity to consider their existing knowledge and skill base so that they can prepare for the challenges they will face in the future. The paper ends with implications for professionals and educators.

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.

A literature review exercise was undertaken to identify the research issues in the area of Management of Technology. The articles reviewed have been grouped under seven headings which are strategic management of technology, technology planning and forecasting, technology transfer and acquisition, development and innovation management, technology and organizational issues, adoption and implementation of new technologies, and technology management: implications for developing countries. A brief review of technology management in the automobile industry has also been presented. He has acted as consultant to both 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. _________________________________________________________________________ 1 Introduction In recent years scenario managers have been told by management gurus that 'Technology Strategy' has joined the ever-lengthening list of concerns which demand their majority Copyright © 1997 lnderscience Enterprises Ltd.

International Journal of Technology Management

A literature review exercise was undertaken to identify the research issues in the area of Management of Technology. The articles reviewed have been grouped under seven headings which are strategic management of technology, technology planning and forecasting, technology transfer and acquisition, development and innovation management, technology and organisational issues, adoption and implementation of new technologies, and technology management implications for developing countries. A brief review of technology management in the automobile industry has also been presented.

South African Journal of Industrial Engineering

Technology in the banking industry plays a key role in driving strategic business decisions. Technology acquisitions often do not result in optimal technology utilisation as measured by the number of innovations being logged, failure incidents in operations, and customer feedback ratings. The study investigates how technology management activities are carried out, with the emphasis on the acquisition and learning activities. A research model containing the elements of (i) technology acquisition effort, (ii) learning effort, (iii) innovative capacity, (iv) technology management tools limiting factors, and (v) technology optimisation was used to determine the interrelationships between the elements. The research followed a mixed methods approach in which a quantitative study in the form of a survey, followed by qualitative interviews, was used. The research results confirmed the importance of the technology management activities and the need for coupling such activities. The study also identified shortcomings in terms of feedback loops in the technology management lifecycles.

American Journal of Industrial and Business Management

This paper's novelty come into surface by its focus on the meaning of Management of Technology, a term that reflects a specific managerial practice working at strategic, tactic and operational levels, whose theoretical foundations grants a dimension of a body of knowledge articulated in accordance to the managerial functions on which acts upon. Featuring a complex system of research methods articulated in accordance to the nature of the research' interest, Management of Technology construct (MOT) come into view as a single conceptual unit. Results presented here include MOT structural management functions' boundaries setting, the modelling of the Nomological Net in which the construct is implanted, and the interconnections with its observable operational techniques and practices. The paper's content contributes to gain understanding on the configuration of the theoretical net that gives to the Management of Technology construct its structural dimension, identified as the managerial essential functions that made the abstract idea visible through its observable practices.

Creativity and Innovation Management, 1992

The basic objective of this paper is to explore at firm level the nature of strategic technological choice and its relation to the search for competitive advantage. It deals with issues concerned with the strategic movement of R&D and innovation.

R&D Management, 1998