overview of technology management
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Topic 2: Overview of Technology Management
Chapter 1Harrison & Samson (2002)
Technology Management Field
Topics that will be emphasized in this class include
• Technology Strategy• Development of Technological capability• Innovation management• Technology management and business
competitiveness interface• Technology adoption• E-business and Virtual Corporation
Definitions • Technology (for the purpose of this
class) refers to information technology (IT), which includes computer hardware/software, telecommunications, networks, and database.
• Management function include planning, organizing, coordinating, and controlling
Fact• Effective use of IT provides a
competitive edge. • IT is a means, not an end.• People are the most important
resources. • Most projects fail due to poor
management.
Innovation• Innovation refers to new products,
new processes, new managerial approaches, and combinations of the above.
• An important aspect of innovation is “Adoption and implementation of IT.”
Variables related to Innovation (Burgelman & Maidique 1988)
• Resource availability and allocation• Ability to understand competitors’
innovative strategies• The business's technological
environment• Structure and cultural context• Strategic management capacity in
dealing with entrepreneurial behavior
Success Factors of TM (Maidique & Hayes in Burgelman & Maidique 1988)
• Business focus• Adaptability• Organizational cohesion• Entrepreneurial culture• A sense of integrity• Hands-on top management
Framework for Reviewing Technological Innovation: 8
Stages• Discovery of a new idea or product• Emergence of the proposed idea or design
concept• Verification of the theory or design• Demonstration of a prototype• Trail and evaluation• Commercial introduction or initial operation
of the innovation• Innovation adoption• Innovation proliferation
IT and Market• Balancing between technology
push and market pull• Proactive approach for technical
development• Feasibility of an innovation:
technologically and commercially • Congruent of an innovation with
corporate objectives and goals
IT and Market• Technology push is when products are re-designed
because of changes in materials or manufacturing methods. This might mean that new materials have become available, with improved properties; or that improvements in manufacturing processes mean a manufacturer can make the product cheaper or more efficiently, which reduces manufacturing costs.
• Market pull is when product ideas are produced in response to market forces. Examples of market influences include:– A demand from consumers for new or improved products.– A competing product is launched by another manufacturer.– A manufacturer wants to increase their share of the market.
Manager Perspective on Managing Technology
• Advanced technology can create an abrupt change in businesses.
• New technology requires (Beatty 1992)
– A skilled champion– A plan for systems integration– Organizational integration
Barriers to Success• Failure of a champion• Lack of systems integration• Incompatible systems• Lack of a cross-functional team
Lessons Learned• Imbalance between technology
generation and technology diffusion in the US (Alic 1993)
• Requirements of international facility location and technology transfer (Woodward & Liu 1993).
• Technology will be useful only when it is used.
• More emphasis needs to be placed on adoption, adaptation, and exploitation of technology
Lessons Learned (Con’t)• Protecting existing technology rather
than promptly embracing new technology becomes a “dead end” strategy (Ali & Zahra 1994). E.g., IBM vs. HP.
• Customer involvement leads to success.• Managers today must understand
– Impact of IT on the strategic and organizational changes
– New role of IT in integrating different business functions in systems design
Technology Transfer (Hunter 2001, http://www.nwci.org.uk/resources/licensing.ppt)
• Similar to tangible assets, technology can be bought, sold, or lease
• Intellectual property rights can also be bought and sold, or licensed for a limited time, to another party
Technology Licensing• Inward and outward licensing deals
with the issue of intellectual property, which is beyond the scope of this study
• Example: Infocus http://www.i-infocus.co.uk/main.php
Flexibility and Technology• Flexible systems and computer
integrated manufacturing (CIM) are used in manufacturing.
• It is not clear whether or not there is a direct link between flexibility and increased performance.
• Other factors such as organizational structure, culture, and management processes can influence the outcome.
Technology Forecasting (TF)
Evolution of R&D Management• 1950-1975: TF is tactical, isolated, and
not a pervasive part of strategic planning.• 1975-1990: TF is a data-gathering and
environmental scanning exercise, still an isolated subtask of strategic planning.
• 1990-present: TF is an integral part of strategic planning and business intelligence.
Technology & People• It is true that people’s abilities haven’t changed
much while technology (esp. IT) has changed dramatically Harrison & Samson (2002). However, people’s behavior has changed significantly, which the authors fail to emphasize. Thus, the way we manage people must be changed as well.
• Although Harrison & Samson (2002) argue “technological resources are becoming more important than human resources in determining competitive outcomes” (p. 15), I disagree as we’ve seen so many IS project failures due to lack of skilled people and poor management. Research in the past few years has begun to call for more studies done on the human factor because it has been ignored for too long.
Summary• Technology management is critical for not
only creating but also sustaining a competitive advantage of an organization.
• Technology consideration must be an integral part of a firm’s business strategy.
• Change in technology without change in the way it is used can lead to failure.
• Technology and human resources must be working in an integral manner to ensure success.
• Leaders must have a strong knowledge and capability in managing both technology and people.
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