Professional Documents
Culture Documents
Management of Technology:
An Overview
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market?
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wide?
2
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to maximize their profit?
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Introduction
Technological change is one of the most important sources of change in the
economy.
The capacity for science and technology in some countries is not been
adequately translated into innovative and dynamic business organization. The
economy remains largely dependent on natural resources, traditional
processing and manufacturing and, for the most part, on imported
technologies.
A sound scientific and technological base is essential to economic growth in a
competitive international environment.
With the increasing impact of globalization on business, the scope for
competition is no longer limited by national boundaries or by the definition of
a particular industrial sector.
Management of technology, innovation and information have also emerged as
key requirements for success in the 21st century enterprise.
Thus, proper management of technological change, particularly at the
productive enterprise level, has become the most important consideration for
development. 4
Definition of Technology
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Why study technology?
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Application of Technology
New technology
Emerging technology
High technology
Low technology
Medium technology
Appropriate technology
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Management
Process of:
Planning
Organizing
Coordination & Leading and
Controlling
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What is MOT ?
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Management of Technology
(MOT)
An interdisciplinary field
NATURAL
SCIENCE
SOCIAL
SCIENCE
ENGINEERING
MOT
INDUSTRIAL
BUSINESS PRACTICE
THEORY
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The roles of MOT
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Management of Technology:
an entrepreneurial perspective
Managing changes
(1) Creativity Factor
Two key performance indicators : Invention and
innovation
Novelty of artifact, process and system
Imagination, passion, inspiration and incident discovery
Useful product and service
Market determination and customer evaluation
Technological innovation
Ignite from the technological/market insights
Follow to acquire necessary and complementary knowledge,
Transform all the stuff into workable procedures, physical
product, perceived service
Diffuse them to the targeted customers,
Cause some economic/social impacts
Types of innovation
Radical innovation
Paradigm shift
Incremental innovation
Kaizen
Routine innovation (rationalization and
reengineering)
Linkage between science and
technology
Scientific discovery
Technological innovation
Intermediated by invention/innovation
intention
Tested by market and customer
appraisal
Innovation cycle
Invention
Improvement,
Scientific discovery Breakthrough Technological innovation
& benefit
feedback
Touchstone of Market
Engines of innovation
Creativity: a purposeful idea by rearranging
some new or existed ideas
Stimulated by unsatisfactory situations
Permissive circumstances for creativity
exploitation
Interested and interesting work design
Communication and dialogue
Encourage to take risk and uncertain venture
Allow the failure consequence
Incentive: award and compensation
Searching for the creative
personnel
The capability of systemic expression
Quick response of associative ideas
Novel idea
Identify some interesting informative source and content
clearly
More curiousness
Confront and embrace problems
Unbending character
Prudential conclusion
Be interested in the analytical and explorative tasks
Trace the intellect-consuming events
Bringing innovation to market
Product definition: the persuasive/compelling
value
Market positioning: tracing the market evolution
and segmentation
4Ps marketing strategy
Product package, price mix, promotion campaign,
distribution path
Technology gap between suppliers and
demanders
Pricing strategy: market penetration or capital recovery
(2) The Timing Factor
First mover vs. second movers
Industry creating and customer education
The technological trajectory
Competitive dynamics
DAT vs. CD; LD vs. VCD; CDMA vs. GSM; PHS vs. PDC
Monitor the product life cycle
Continuous improvement: product family and
cash management
Credit of commitment and pre-announcement
Leaders vs. followers
When imitation is easy, markets don't work well, and
the profits from innovation may accrue to the owners of
certain complementary assets, rather than to the
developers of the intellectual property
Leader and winner
Leader but loser
Follower but winner
Follower and loser
Laggard