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Management Of Technology (management + of_technology)
Selected AbstractsThe Management of Technology: A Production and Operations Management PerspectivePRODUCTION AND OPERATIONS MANAGEMENT, Issue 1 2008Cheryl Gaimon We highlight many of the traditional research themes in the management of technology as well as research themes on emerging topics such as those that appear in this focused issue. The discussion demonstrates the breadth and multidisciplinary nature of management of technology as well as the variety of methods employed in management of technology research. We conclude by offering a list of research themes that are of particular interest to the Management of Technology Department of Production and Operations Management. [source] Assessing the technological capabilities of firms: developing a policy toolR & D MANAGEMENT, Issue 3 2007Howard Rush The development of technological capabilities results from an extended learning process and external policy agents can play an important role in its development. This paper outlines trends in governmental and non-governmental policy initiatives and the use of concepts such as capability and absorptive capacity, which are positioned within generic-staged models of capability maturity. This paper describes the development of a technology capability assessment/audit tool that has been designed to help locate firms within four archetypes based upon their level of maturity on nine key dimensions of the management of technology. The tool is intended to help bridge the gap between our theoretical understanding of the principles of technology management and policy practice , allowing policy makers to design mechanisms that focus resources in areas of greatest need through the appropriate selection of policy mechanisms and the targeted design of policy. The use of this tool in field experiments is described along with the implications for policy making. [source] Changes in the strategic management of technology: results of a global benchmarking studyR & D MANAGEMENT, Issue 2 2002Jakob Edler This contribution analyses main changes in the strategic management of technology of the world's most technology-intensive companies from western Europe, North America and Japan. The results presented here are based on a literature review and a survey which show the following main results: first, R&D and technology have become key cornerstones of corporate and business strategy. Second, there is a growing tendency to acquire technology from external sources throughout the sample. Third, internationalization of R&D plays a very important role in the strategies of the large companies investigated and the data shows that it will certainly gain further momentum. However, internationalization of R&D is confined to the Triad regions and is not ,global'. Based on our analysis, cornerstones of a future generation of R&D/technology management are developed. [source] In Search of the Classics: A Study of the Impact of JPIM Papers from 1984 to 2003,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2010Wim Biemans The Journal of Product Innovation Management (JPIM) was launched in 1984 and over its first two decades of existence evolved into the leading journal in the field of innovation and the management of technology. During these 20 years JPIM contributed to the field by publishing 488 academic papers. This paper is a follow-up study to an earlier study that looked at how JPIM evolved in terms of knowledge stock and knowledge flows during the first two decades (published in JPIM, March 2007). That paper looked at what was published during the first 20 years, which sources were cited, and which journals cited JPIM papers. This study takes a closer look at the impact of JPIM on the field of innovation and the management of technology by identifying the most classic papers published in JPIM during its first two decades of existence. This study used multiple research methods to identify 64 candidate potential classics from the 488 papers published in the first 20 years of JPIM's existence, to analyze how they differ from the other 424 papers published in the journal, and to investigate authors' motivations for writing these papers. Finally, using survey responses from the Product Development and Management Association (PDMA) membership and other academics in innovation and new product development, the research then determines which 5 of the 64 candidate papers are considered to be the "most classic" papers published and the factors driving that determination. The findings show that classic papers are those presenting a "pioneering idea" in the field that creates buzz in both the academic and practitioner worlds. High numbers of citations are indeed the outcome of these endeavors, but being a classic requires more than having high numbers of citations. Authors of the true classics generally have worked hard to disseminate their research, usually to both academics and practitioners, perhaps also contributing to the network buzz created by their findings. While one of the five most classic papers represented the first investigation into a particular stream of research, the other four were culminations of a significant body of research, providing a distinct summary of known information on a topic at the time they were published and a clear road forward for future research on the topic. These bodies of knowledge have yet to be superseded by other culminating papers. [source] Twenty Years of the Journal of Product Innovation Management: History, Participants, and Knowledge Stock and FlowsTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2007Wim Biemans The Journal of Product Innovation Management (JPIM) serves as a marketplace for science-based, innovative ideas that are produced and consumed by scholars and businesspeople. Now that JPIM has existed for 20 years, two intriguing questions emerge: (1) How has the journal evolved over time in terms of knowledge stock, that is, what are the characteristics of the growing stock of knowledge published by JPIM over the years; and (2) how has the journal evolved in knowledge flow, that is, how is JPIM influenced by other scientific publications and what is its impact on other journals? In terms of knowledge stock, over 35% of the articles published over the 20 years investigate processes and metrics for performance management. The next most frequently published area was strategy, planning, and decision making (20%), followed by customer and market research (17%). The dominant research method used was a cross-sectional large-sample survey, and the focus most usually is at the project level of the firm. The large majority of JPIM authors (60%) have a marketing background, with the remaining 40% representing numerous functional domains. Academics at all levels publish in JPIM, and though most authors hail from North America, the Dutch are a significant second group. JPIM was analyzed from a knowledge-flow perspective by looking at the scientific sources used by JPIM authors to develop their ideas and articles. To this end a bibliometric analysis was performed by analyzing all references in articles published in JPIM. During 1984,2003 JPIM published 488 articles, containing 10,314 references to journals and 6,533 references to other sources. Some 20% of these references (2,020) were self-references to JPIM articles. The remaining 8,294 journal references were to articles in 287 journals in the fields of management (25%), marketing (24%), and management of technology (14%). However, it should be pointed out that many domains were dominated by a limited number of journals. The second component of knowledge flow concerns the extent to which the ideas developed in JPIM are consumed by other authors. Again, bibliometric analysis was used to analyze data from the Social Sciences Citation Index (SSCI) about citations to JPIM in other journals. For the period 1984,2005, the SSCI registered 7,773 citations to JPIM in 2,067 articles published in 278 journals (including the 2,020 self-citations in JPIM). The functional areas most frequently citing JPIM are management of technology (25%), marketing (15%), management (14%), and operations management and management science (9%). Again, several domains were found to be dominated by a limited number of journals. At the level of individual journals the analysis shows a growing impact of JPIM on management of technology journals. The knowledge-flow analysis demonstrates how JPIM functions as a bridge between the knowledge from various domains and the body of knowledge on management of technology. It suggests a growing specialization of the field of technology innovation management, with JPIM being firmly entrenched as the acknowledged leading journal. [source] PERSPECTIVE: The World's Top Innovation Management Scholars and Their Social Capital,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2007Jeff Thieme Using 959 articles reflecting the work of 1,179 scholars, this study ranks the world's top scholars in innovation management (IM) on the basis of the number of research articles published across 14 top academic journals in technology and innovation management, marketing, and management between 1990 and 2004. Twenty-three scholars have at least eight articles in this period. Michael Song has the most (31), followed by Robert Cooper, Roger Calantone, William Souder, and Elko Kleinschmidt, who have published at least 17 articles in the 15-year period. Surprisingly, the list of schools that either trained or currently employ these top scholars is quite different from Linton's (2004) recent ranking of the top business schools in the management of technology. Guided by social capital theory, the present study analyzes the embeddedness characteristics of IM scholars to determine the extent to which social capital explains scholarly productivity. A current controversy in the social capital literature is the embeddedness characteristics that create social capital. On the one hand, the closure perspective argues that social capital results from strong relational ties with others in a dense, local neighborhood of actors who are relatively disconnected from others. On the other hand, the brokerage perspective argues that social capital is created when actors have relational ties that span these dense, local neighborhoods. The findings in the present study support both perspectives. Furthermore, the results suggest that strategic orientation is a contingency variable that clarifies the conditions in which closure- or brokerage-based embeddedness is appropriate. Specifically, scholars pursuing an entrepreneurial publication strategy are more productive when their relational embeddedness is consistent with the brokerage perspective of social capital creation, whereas scholars pursuing a focused publication strategy are more productive when their relational embeddedness is consistent with the closure perspective of social capital creation. The results have implications for both the IM scholar community and the social capital literature. Whether IM scholars are pursuing an entrepreneurial strategy that capitalizes on emergent knowledge across various theories and perspectives or pursuing a focused strategy by concentrating on gaining deep understanding of a specific stream of research, there are many avenues and opportunities for improving publication performance through the formation of new social capital. Finally, the empirical support for the contingency variable strategic orientation is consistent with recent speculation that both perspectives are important and suggests that future work should focus on further identification and clarification of contingency factors associated with them. [source] | ||||||||||