1. Technology Management Activities and Tools
INTRODUCTION
Technology Management Activities and Tools

2. Contents
Introduction
Syllabus
Concepts
Why Technology Management

3. Concepts Technology Science Innovation Management
Technology Management

4. Technology

5. 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

6. Innovation To make something new
A 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.

7. Types of innovation: Incremental innovations Radical innovations
Architectural
Modular

8. Innovation at the System Level
Competitors
Innovation
activities
in the firm
Leading edge
customers
Suppliers
Strategic
partnerships

9. Management

10. PLANNING CONTROLLING ORGANIZING LEADING FOUR FUNCTIONS OF THE
MANAGERIAL PROCESS
PLANNING
CONTROLLING
ORGANIZING
LEADING 3

11. Efficiency= making best use of resources in achieving goals
TWO PERFORMANCE DIMENSIONS
Efficiency=
making best use
of resources
in achieving goals
Effectiveness=
choosing effective
goals and achieving
them
People
Money
Machines
Materials
Doing things right
Doing the right things 6

12. The manager’s/economist’s view of innovation
What’s going on
in there?
Technology
the black box

13. The engineer’s view of innovation
What’s going on
out there?

14. Engineering/
Science
Management of
Technology
Management

15. 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.

16. Understanding TM
Micro versus Macro
Process-based

17. 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)

18. Technology management as a jigsaw

19. Technology Management
Macro Level
Innovation and technology systems
Financial organizations (Venture capital…)
Universities, research organizations
Technoparks, incubators
Government agencies (regulation bodies)

20. Process based
Porter model
Teece model: Dynamic capabilities

21. Porter model Industry-competitor analysis Positioning
Strategic investments

22. 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.

23. Teece Model (2) Advantages:
The capability to generate a stream of product, service and process changes that matter for long-term performance
Dynamic approach
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’

24. Crossing disciplines: Innovation, technology and knowledge management

25. Why TM?

26. Dynamics behind TM: Change in production systems
Change in managerial and engineering cultures!!!
Change in competition
Increasing returns
Technology as a source of competitive advantage

27. 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)

28. Examples

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

30. Example 2: Boeing (Lind, 2006)